Workplace stress should not be treated as a personal resilience problem alone. Working conditions, workload, control, support, relationships, role clarity and organisational change can all affect how much pressure employees experience and whether that pressure becomes harmful.<\/p>\n
The World Health Organization estimates that depression and anxiety<\/strong> cost the global economy about US$1 trillion each year, predominantly through lost productivity. That figure is frequently misreported as the cost of workplace stress. It is more accurate to keep the two issues distinct: work can affect mental health, but the WHO estimate specifically concerns depression and anxiety, not a universal monetary cost for stress.<\/p>\n Source: WHO Guidelines on Mental Health at Work<\/a><\/p>\n The UK Health and Safety Executive describes stress as an adverse reaction people can have to excessive pressures or other types of demand. Stress is not itself an illness, but prolonged or poorly managed stress can affect physical and mental health.<\/p>\n People respond differently to the same demands. That is one reason workplace stress should be assessed through actual working conditions and employee experience rather than assuming that one workload, deadline or management style affects everyone in the same way.<\/p>\n Source: UK HSE – Work-related stress and how to manage it<\/a><\/p>\n HSE’s Management Standards group common psychosocial risks into six areas:<\/p>\n These areas are useful because they shift the question from \u201cHow can this employee become more resilient?\u201d to \u201cWhat conditions at work are creating unnecessary or sustained pressure, and what can be changed?\u201d<\/p>\n Source: HSE Management Standards<\/a><\/p>\n WHO’s mental-health-at-work guidelines recommend a comprehensive approach rather than relying on one wellbeing initiative. The guidelines cover organisational interventions, manager training, worker training, individual interventions, reasonable accommodations, return-to-work support and employment support.<\/p>\n For organisational interventions, WHO recommends assessing work-related psychosocial risks and considering interventions that address those risks. Participatory approaches, where workers help identify problems and practical improvements, can be part of that process.<\/p>\n The evidence for any single organisational stress intervention is not uniformly strong across every occupation or setting. A broad overview of systematic reviews found positive evidence for some organisational changes, including working-time arrangements and improvements to aspects of work organisation, while results specifically for stress outcomes were mixed. That is another reason not to promise that one wellbeing programme will solve workplace stress everywhere.<\/p>\n Source: WHO recommendations on mental health at work<\/a><\/p>\n Source: Overview of systematic reviews of organisational-level workplace interventions<\/a><\/p>\n Managers and HR teams can start by examining evidence from several sources rather than relying on one employee survey. Useful signals can include:<\/p>\n HSE specifically recommends using risk assessment to identify potential sources of work-related stress and act on them. Its Indicator Tool can support this process, but HSE advises using more than one source of data.<\/p>\n WHO makes a strong recommendation, based on moderate-certainty evidence, for training managers to support workers’ mental health. The purpose is to improve managers’ knowledge, attitudes and supportive behaviour, and to help workers seek appropriate support when needed.<\/p>\n WHO is also explicit about the boundary: manager training is not<\/strong> intended to turn managers into mental-health professionals. Managers should not diagnose or treat mental disorders.<\/p>\n Useful manager behaviours include:<\/p>\n Source: WHO recommendation on manager training for mental health<\/a><\/p>\n Improving working conditions does not mean individual strategies are useless. WHO’s guidelines include individual interventions as one part of a broader mental-health-at-work approach. Depending on the person and situation, helpful practices may include physical activity, relaxation techniques, structured recovery time, maintaining social support, practical time-management approaches and evidence-based psychological interventions.<\/p>\n The important distinction is that individual coping strategies should not be used to excuse preventable organisational hazards. Teaching relaxation while leaving an unsustainable workload unchanged addresses only one side of the problem.<\/p>\n Time-management training can help when the issue is prioritisation, planning or avoidable interruption. It cannot create additional capacity when the volume of work is objectively greater than the available time and resources.<\/p>\n Where workload is the core stressor, managers may need to change deadlines, staffing, task allocation, service levels, meeting load, escalation rules or the number of concurrent priorities. Asking employees to \u201cmanage time better\u201d without changing unrealistic demand can make the problem worse by suggesting that the employee is responsible for a structural capacity gap.<\/p>\n Employees generally cope better when they have appropriate influence over how work is organised and performed. That does not mean every role can offer complete autonomy. It means organisations should distinguish controls that are genuinely necessary for safety, regulation or coordination from unnecessary micromanagement.<\/p>\n Even small changes can matter: flexibility over task sequencing, consultation about schedules, input into workflow design, or the ability to choose among approved methods can increase practical control without weakening accountability.<\/p>\n Support includes more than a manager asking whether someone is okay. Employees need the information, tools, staffing and access to expertise required to do their jobs. Social support from colleagues and managers can also help people handle demanding periods.<\/p>\n Bullying, harassment and persistent interpersonal conflict should not be reframed as individual stress-management problems. They require appropriate organisational processes and, where necessary, formal intervention.<\/p>\n Stress can increase when employees receive conflicting instructions, do not know who owns a decision, or are held accountable for outcomes without matching authority. Role clarity is therefore both a management and a wellbeing issue.<\/p>\n Teams can reduce this pressure by defining ownership, escalation routes, decision rights and what successful performance looks like. During reorganisations, those conversations often need to be repeated as responsibilities shift.<\/p>\n Change itself is one of HSE’s six work-design areas. Uncertainty about jobs, responsibilities, systems and expectations can increase pressure even when the change is necessary.<\/p>\n Good change management can reduce avoidable stress by communicating what is known, acknowledging what is not yet known, involving affected employees where appropriate and equipping managers to answer role-specific questions. Our change-management guide<\/a> explains this in more detail.<\/p>\n WHO classifies burnout in ICD-11 as an occupational phenomenon, not as a medical condition. WHO describes it as resulting from chronic workplace stress that has not been successfully managed and characterises it through exhaustion, increased mental distance or cynicism related to work, and reduced professional efficacy.<\/p>\n The term should therefore be used carefully. It should not be applied to every difficult week, nor should managers attempt to diagnose employees. Where someone is experiencing persistent distress or health symptoms, appropriate professional support is more suitable than informal diagnosis by colleagues or supervisors.<\/p>\n Source: WHO – Burn-out as an occupational phenomenon<\/a><\/p>\n Training should help people recognise risks, understand available support and practise useful management or self-management skills. It should not imply that employees can solve structural problems through mindset alone.<\/p>\n For managers, training can cover supportive conversations, workload and priority management, role clarity, responding to signs of distress, referral boundaries and how to adjust job stressors where possible. For employees, training can cover stress awareness, practical coping strategies, boundaries, recovery and how to seek support.<\/p>\n Training transfer should also be evaluated. WHO specifically recommends assessing whether managers can apply what they learned in practice rather than measuring attendance alone.<\/p>\n That wording is misleading. WHO estimates that depression and anxiety cost the global economy about US$1 trillion each year, predominantly through lost productivity. The figure should not be presented as a measured global cost of workplace stress generally.<\/p>\n HSE groups major work-design risks into six areas: demands, control, support, relationships, role and change. The relative importance of each varies by organisation and job.<\/p>\n HSE states that stress is not itself an illness, although it can affect health. Persistent symptoms or mental-health concerns should be discussed with an appropriately qualified health professional.<\/p>\n Managers can listen, clarify work pressures, consider practical adjustments within their authority and connect employees with appropriate organisational or professional support. Managers should not diagnose or provide mental-health treatment.<\/p>\n No. Individual skills may help people cope, but WHO and HSE guidance both support addressing work-related risks and working conditions directly. Training is one component of a broader approach.<\/p>\n MATSH provides professional development for managers and employees working in demanding organisational environments. Effective stress-management learning should combine practical individual skills with manager responsibility and organisational risk awareness.<\/p>\n Explore MATSH Stress Management Training<\/a>.<\/p>\n Evidence-based workplace stress guidance using WHO and HSE sources, covering psychosocial risks, organisational action, manager responsibilities, individual support and burnout.<\/p>\n","protected":false},"author":1,"featured_media":9147,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_kad_post_transparent":"","_kad_post_title":"","_kad_post_layout":"","_kad_post_sidebar_id":"","_kad_post_content_style":"","_kad_post_vertical_padding":"","_kad_post_feature":"","_kad_post_feature_position":"","_kad_post_header":false,"_kad_post_footer":false,"_kad_post_classname":"","footnotes":""},"categories":[404],"tags":[],"class_list":["post-9146","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-professional-development"],"_links":{"self":[{"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/posts\/9146","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/comments?post=9146"}],"version-history":[{"count":1,"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/posts\/9146\/revisions"}],"predecessor-version":[{"id":9872,"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/posts\/9146\/revisions\/9872"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/media\/9147"}],"wp:attachment":[{"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/media?parent=9146"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/categories?post=9146"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/tags?post=9146"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}What is work-related stress?<\/h2>\n
Six areas of work design that can contribute to stress<\/h2>\n
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Organisations should address the source of the risk<\/h2>\n
A practical workplace stress risk review<\/h2>\n
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What managers can do<\/h2>\n
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Individual stress-management strategies still matter<\/h2>\n
When workload is the main problem<\/h2>\n
Control and autonomy<\/h2>\n
Support and relationships<\/h2>\n
Role clarity reduces avoidable pressure<\/h2>\n
Managing stress during organisational change<\/h2>\n
Burnout is an occupational phenomenon, not a general label for tiredness<\/h2>\n
Designing workplace stress training responsibly<\/h2>\n
Frequently asked questions<\/h2>\n
Does workplace stress cost the global economy US$1 trillion a year?<\/h3>\n
What are the main workplace stress risks?<\/h3>\n
Is stress a medical condition?<\/h3>\n
What should managers do when an employee is struggling?<\/h3>\n
Can stress-management training fix an unhealthy workplace?<\/h3>\n
Build practical stress-management capability<\/h2>\n
Sources<\/h2>\n
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