Workplace stress: why doing nothing is no longer an option

From Claire Russell, CEO of Mental Health in Business (MHIB)

Workplace stress can be a real challenge for organisations today, building quietly before it becomes visible in performance, absence or morale. Mental Health First Aid (MHFA) England’s 2026 research found that 49% of UK employees don't feel comfortable expressing their needs at work and 35% don't feel safe asking for help, making it harder to spot and address stress early. When people feel unsafe speaking up, stress is more likely to go unnoticed until it impacts both wellbeing and business outcomes.

The legal imperative to act

Stress isn't just a wellbeing issue; it's a health and safety risk, and employers have a legal duty to protect employees from harm at work. UK health and safety law requires employers to assess and manage risks to employees’ health, including work‑related stress, and to take reasonable steps to prevent or reduce those risks as far as is reasonably practicable. This means stress should be considered within the same risk management framework as any other workplace hazard, rather than being treated as a “nice to have” wellbeing topic.

Building psychologically safe workplaces, where people can talk about stress and mental health, is part of meeting that duty of care, not an optional extra. When organisations understand both the human and legal consequences of ignoring stress, the case for proactive action becomes even stronger.

What managers can do day-to-day

Managers are the first line of defence in identifying and managing workplace stress. Changes in mood, concentration, behaviour or engagement can all be early warning signs that someone is under pressure, even if they aren't saying so directly. For example, quieter participation in meetings, increased mistakes, irritability or withdrawal from team interactions can all signal that someone is struggling.

Creating psychological safety is critical. MHFA England’s 2026 survey shows that 45% of employees feel unable to raise mistakes or risks at work, and 15% say they've made preventable mistakes because they felt unsafe speaking up. Managers can counter this by modelling openness themselves: admitting when they don't have all the answers, asking for feedback and explicitly inviting questions and concerns. Simple practices like regular one‑to‑one check‑ins that include asking “How are you coping?” as well as “What are you working on?” help make conversations about stress and wellbeing a normal part of working life.

Managers can also play a key role in workload management. Being clear about priorities, checking deadlines are realistic and helping people to say “no” when demands exceed capacity all reduce unnecessary stress. Encouraging micro‑breaks, discouraging long‑hours culture and supporting people to switch off outside their working day are small but powerful signals that wellbeing is taken seriously. When managers are trained in mental health awareness and know how to listen non‑judgementally and signpost support, they're much better equipped to intervene early and effectively.

What organisations can put in place

While individual managers are crucial, lasting change requires organisation‑wide action. Psychological safety and open cultures don't happen by accident; they're built through intentional policies, behaviours and leadership. Organisations can start by setting a clear expectation that mental health and wellbeing matter, and by aligning this with their values, people strategy and leadership behaviours.

Practical steps include providing evidence‑based training so that leaders, managers and Mental Health First Aiders have the skills and confidence to talk about stress and mental health, respond supportively and signpost appropriate help. Embedding regular wellbeing check‑ins during team meetings, reviewing workload and resourcing and making sure policies support flexible and healthy ways of working all help to reduce the risk of stress becoming overwhelming.

Importantly, organisations should listen to their people. Anonymous surveys, focus groups and open forums can help leaders understand where stress is coming from and what changes would make the biggest difference. When employees see that their feedback leads to visible action, trust grows and the silence begins to lift. Over time, this creates a culture where raising concerns early is seen as a strength, not a risk.

Support available to Aviva brokers

Through the partnership between Aviva and Mental Health in Business (MHIB), Aviva brokers have access to a range of workplace mental health and wellbeing services designed to help identify, prevent and manage stress effectively.

We're excited to announce a new, dedicated Aviva-exclusive half-day Manager Masterclass: Understanding Stress and Mental Health: An Aviva-Exclusive Workshop on Psychosocial Risk, Workplace Stress and Resilient Leadership.

This practical virtual workshop is designed specifically for managers, leaders and supervisors in broker businesses, helping them understand their responsibilities, recognise early warning signs and take practical action to reduce stress risk in their teams. The next session takes place on 14 October, 9am-1pm.

_{Source: MHFA England Research}