As International Stress Awareness Day calls for a more human approach to work, research reveals how excessive workloads, AI disruption, financial insecurity, caring responsibilities and workplace bullying are taking a toll on employee wellbeing. With four in 10 workers globally experiencing significant daily stress, experts are urging employers to tackle the underlying causes and provide meaningful support.
International Stress Awareness Day takes place on Wednesday 4 November 2026, as part of International Stress Awareness Week (2–6 November). This year’s theme, “Shaping the Future of Stress and Wellbeing: Rehumanising the Workplace,” highlights the importance of putting people, empathy, connection and mental wellbeing at the heart of modern working life.
Organised by the International Stress Management Association (ISMA UK), the annual campaign encourages employers, leaders and individuals to recognise the causes of stress, challenge stigma and create healthier, more supportive environments. The theme is particularly timely as artificial intelligence transforms jobs, organisations demand greater productivity and employees navigate economic uncertainty, changing workplace expectations and pressures outside work.
According to Gallup’s State of the Global Workplace 2026, 40% of employees worldwide experienced significant stress during the previous day. Levels were particularly high among managers (45%), women (43%) and employees under 35 (42%). The figures varied considerably by region, with 50% of workers across the US and Canada reporting significant daily stress, compared with 49% in Australia and New Zealand, 48% in the Middle East and North Africa, and 39% in Europe.
Meanwhile, the World Health Organization (WHO) estimates that depression and anxiety cost the global economy around 12 billion working days and US$1 trillion in lost productivity every year. Research covered by Fair Play Talks over several years suggests the consequences of workplace stress extend far beyond sickness absence, affecting physical and mental health, relationships, productivity, engagement and employee retention.
The evidence also challenges the idea that stress is simply an individual problem requiring employees to become more resilient. In many cases, workplace conditions, organisational culture and management practices contribute directly to the pressures people experience.
BIGGEST CAUSES OF WORKPLACE STRESS
Workplace stress is far from new, but research increasingly reveals how longstanding pressures are combining with emerging challenges to affect employee wellbeing. Back in 2023, Gallup’s State of the Global Workplace report revealed that 44% of employees worldwide experienced significant stress, matching the record high recorded in 2021. Although Gallup’s latest figures show a decline to 40%, the proportion remains substantial.
Meanwhile, Ciphr research involving more than 2,000 UK adults in 2024 found that 30% regarded work as a major source of stress, while 28% struggled with their workload. Some 18% reported stress caused by their bosses, and 16% were anxious about job security. The same survey found that 86% experienced stress from at least one source every month, with 11% feeling stressed daily. More recent research highlights several interconnected pressures contributing to workplace stress in 2026.
EXCESSIVE WORKLOADS, PRESSURE & BURNOUT
Heavy workloads, unrealistic deadlines, inadequate resources and pressure to remain constantly available continue to be major sources of workplace stress. Research from Mental Health UK’s Burnout Report 2026 revealed that 91% of adults reported experiencing high or extreme levels of pressure, while one in five UK workers (20%) had taken time off because of poor mental health caused by stress during the previous year.
As highlighted in Fair Play Talks’ Stress Awareness Month 2026 report, employees are increasingly navigating the combined pressures of excessive workloads, job insecurity, financial uncertainty and technological change. Managers are also struggling. A UK study from Ciphr found that one in four managers regularly considered leaving their jobs because of the pressures of managing people. Nearly a third (31%) described their workload as unmanageable most or all of the time, while 60% had worked during evenings or weekends and 40% had worked through illness.
Younger employees are also finding it difficult to switch off. Research from Employment Hero found that 41% of UK Gen Z employees work every day during their annual leave, while 49% feel anxious about returning to work after a break. The findings suggest that employees across different generations and career levels are struggling to maintain healthy boundaries between work and personal life.
AI DISRUPTION, JOB INSECURITY & RISING EXPECTATIONS
Artificial intelligence is emerging as another significant source of workplace anxiety. Although AI promises to improve efficiency and productivity, research suggests it is also increasing uncertainty about job security and raising expectations about how much employees should accomplish.
A major US workplace mental health study from Modern Health, reported by Fair Play Talks, earlier this year, revealed that 69% of employees believed AI would lead to layoffs at their company within the next three years, while 49% feared personally losing their jobs. The survey of 1,000 full-time US employees also found that 67% believed AI had increased productivity expectations. Among those experiencing higher expectations, 64% reported additional stress. The research also highlighted the impact of wider political and global uncertainty, with 70% saying the US political climate had made maintaining positive mental health at work more difficult.
More recent Hubstaff research revealed that 46% of US employees using AI say their workload expectations have increased since adopting the technology, while 45% spend at least an hour each week correcting colleagues’ AI-generated work. The study of 1,068 full-time employees in computer-based roles also found that 69% had experienced burnout during the previous year.
Pressure is growing among HR professionals responsible for managing organisational change too. Research from The Coders Guild found that 95% of HR leaders reported rising workloads, while 91% said their responsibilities had increased. The findings raise questions about whether technological efficiencies are creating healthier working conditions or simply increasing demands on employees.
FINANCIAL INSECURITY & COST-OF-LIVING PRESSURES
Not all workplace stress begins at work. Financial uncertainty, debt, rising living costs and unexpected expenses can significantly affect employees’ mental health and ability to concentrate. According to the 2026 SecureSave Financial Stress Survey, 55% of US employees could not cover an unexpected $500 emergency expense from their savings.
More than a quarter (26%) had no emergency savings, while 56% experienced moderate to high financial stress. Another 41% had skipped necessary expenses, including healthcare, food or rent, because of insufficient savings.
Further research from TELUS Health found that 64% of US workers were anxious about money, with 58% identifying the cost of living as their biggest financial concern. These findings highlight how financial pressures can follow employees into the workplace, adding to existing demands and affecting wellbeing, concentration and performance.
BALANCING HEALTH AND CARING RESPONSIBILITIES WITH WORK
Employees balancing employment with parenting, caring responsibilities, disability or long-term health conditions may experience additional pressures, particularly where workplace flexibility and understanding are limited. Research from Cleo found that 64% of working women in the sandwich generation — those caring for children and ageing relatives — were at high risk of burnout.
Another study examining America’s sandwich generation revealed that 80% felt mentally overloaded, while 66% concealed the full extent of their caring responsibilities from employers. The study also found that 55% had turned down a promotion, pay rise or career opportunity, while 82% said caring costs had placed their households under financial strain.
For employees managing chronic illnesses, disabilities or mental health conditions, a lack of appropriate adjustments, inflexible working arrangements or pressure to continue working while unwell can create additional difficulties. These findings underline the importance of recognising that employees have responsibilities and challenges beyond their jobs.
BULLYING, DISCRIMINATION & TOXIC WORKPLACES
Workplace relationships, management behaviour and organisational culture can also contribute significantly to stress. Research from ISACA’s 2026 Tech Workplace and Culture survey revealed that 64% of women in technology reported work-related stress or burnout, compared with 57% of men. Almost half of women surveyed (47%) also reported experiencing gender discrimination. Major contributors to stress included heavy workloads, inadequate resources, unsupportive management and a lack of appreciation.
Meanwhile, Stonewall’s newly published LGBTQ+ Life in the UK: 2026 report revealed that one in five LGBTQ+ respondents experienced negative comments or conduct related to their sexual orientation or gender identity at work during the previous year. The research found that 52% of those who experienced workplace discrimination took no action. Among those who did not report their most recent incident, 35% believed nothing would happen or change.
Such findings demonstrate why addressing workplace stress also requires employers to tackle bullying, harassment, discrimination and cultures where employees fear raising concerns.
CONSEQUENCES OF FAILING TO ADDRESS WORKPLACE STRESS
The impact of prolonged stress extends well beyond feeling overwhelmed or having a difficult day at work. When left unaddressed, sustained stress can contribute to deteriorating physical and mental health, damaged relationships, reduced productivity, sickness absence, disengagement and employees leaving their jobs.
According to the Mental Health Foundation, more than one in five UK workers (22%), equivalent to approximately 7.2 million people, now experience poor mental health, representing a 66% increase since 2009. Around 5.6 million workers, or 17%, say their jobs leave them stressed or unhappy most or all of the time.
Stress can contribute to anxiety, exhaustion, sleep disturbances, difficulty concentrating and other physical and psychological symptoms. Research from Headspace, highlighted in Fair Play Talks’ April stress awareness coverage, found that 77% of surveyed employees reported physical health impacts linked to stress, while 71% said it affected their personal relationships.
The findings demonstrate that workplace pressures do not necessarily end when employees finish their working day. Their effects can extend into family life, relationships, sleep and overall quality of life.
BURNOUT & EMPLOYEE TURNOVER
Prolonged workplace stress can contribute to burnout, disengagement and sickness absence, particularly where employees feel they have little control over their workloads or lack sufficient support. The scale of the problem is reflected in national health and safety figures.
In Great Britain, the Health and Safety Executive estimated that 964,000 workers experienced work-related stress, depression or anxiety during 2024/25, resulting in 22.1 million lost working days. These conditions accounted for 52% of all work-related ill health and 62% of working days lost to work-related ill health.
Mental Health UK’s 2026 findings also revealed that one in five UK workers had taken time off because of poor mental health caused by stress, rising to 39% among younger adults. For employers, prolonged stress can increase the risk of absence, turnover, recruitment difficulties and the loss of experienced employees. It can also affect career progression, particularly among employees balancing work with caring responsibilities, disability or health conditions.
REDUCED PRODUCTIVITY & PRESENTEEISM
Not all employees experiencing stress take time off. Many continue working while struggling with exhaustion, poor concentration, anxiety or physical illness – a phenomenon commonly described as presenteeism. Recent research found that US employees lost an estimated 63.4 productive working days annually because of health-related factors. Significantly, 85% of that productivity loss occurred while employees were still at work rather than through absence.
Financial pressures can also affect performance. The SecureSave study found that 38% of US employees had missed work because of financial challenges during the previous six months, while 28% said a financial emergency had negatively affected their workplace performance. Similarly, TELUS Health research revealed that 15% of US employees experienced reduced productivity because of financial stress, while 10% struggled to concentrate.
Although these studies examine different aspects of health and wellbeing, they underline why organisations need to look beyond sickness absence when assessing how employees are coping.
ERODING TRUST & ENGAGEMENT
Perhaps one of the most concerning consequences of workplace stress is the growing reluctance of employees to admit they are struggling. The Modern Health study found that 72% of US employees believed their employer prioritised productivity over wellbeing, while 65% had hidden mental health struggles to avoid appearing weak. More than half (51%) said they had cried because of work-related stress during the previous month. The research also revealed that 58% trusted AI chatbots more than HR for mental health support, highlighting the challenges employers face in building trust.
Meanwhile, Hubstaff’s research found that 55% of employees had told their manager they were fine when they were actually overwhelmed. Among employees whose manager or employer knew they were experiencing burnout, 64% said nothing had changed. When employees feel unable to speak openly or believe their concerns will be ignored, organisations risk allowing problems to escalate and creating cultures where poor wellbeing becomes normalised.
WHY EMPLOYERS MUST TAKE WORKPLACE STRESS SERIOUSLY
The research makes a compelling case for employers worldwide to invest in workplace wellbeing – not only because it supports employees’ health, but because it affects organisational performance, retention, trust and long-term sustainability. WHO identifies excessive workloads, discrimination, inequality, low job control and job insecurity among the workplace conditions that can pose risks to mental health. It recommends organisations address psychosocial risks through changes to working conditions, alongside manager training, accessible mental health support and appropriate adjustments for employees with mental health conditions.
Employers also have legal responsibilities, although the precise requirements vary by country. For example, in Great Britain, employers have a legal duty under health and safety legislation to assess and manage work-related stress risks.
The HSE’s Management Standards identify six areas of work design that can contribute to stress when poorly managed: demands, control, support, relationships, role and organisational change. Employers also have responsibilities under employment and equality legislation, including making reasonable adjustments for disabled employees where required and preventing unlawful workplace harassment.
UPDATED GUIDANCE ON HARASSMENT PREVENTION
On 30 October 2026, strengthened workplace sexual harassment prevention requirements came into force in England, Scotland and Wales, requiring employers to take all reasonable steps to prevent sexual harassment. As outlined in the latest updated Equality and Human Rights Commission guidance, organisations are being urged to assess risks proactively, strengthen reporting mechanisms, train staff and take preventative action. But offering support is not enough if employees are afraid to use it. One of the clearest findings from this year’s research is that the availability of workplace mental health services does not necessarily mean employees feel comfortable accessing them.
UK research commissioned by Kara Connect revealed that 91% of employees had access to employer-provided mental health support, yet only 37% would use it if they needed help. Nearly a third (32%) worried that seeking help could affect their career or job security, while 29% felt embarrassed about asking for support. Another 22% questioned whether the services available were confidential.
SUPPORT GAP
The research also identified a gap between what employees expected and the support they believed was provided. While 75% expected workplace support for stress or burnout, only 49% said their workplace service covered it. Similarly, Fair Play Talks’ Stress Awareness Month analysis highlighted findings that 29% of employees believed their employer raised awareness of mental health but failed to give managers sufficient time, training or resources to provide meaningful support. Only 27% felt mental health was genuinely prioritised.
These findings suggest that employers need to do more than introduce employee assistance programmes, wellbeing apps or awareness campaigns. They must ensure employees can access support without stigma, understand how confidentiality works and feel confident that seeking help will not damage their careers. Crucially, employers also need to tackle the underlying conditions contributing to stress rather than expecting employees to cope with harmful workloads or workplace cultures.
HOW EMPLOYEES CAN MANAGE DIFFERENT SOURCES OF STRESS & ACCESS SUPPORT
Although employers have responsibilities to prevent work-related stress, employees experiencing pressure may also benefit from understanding their rights, recognising warning signs and knowing where to seek help. There is no single solution that works for everyone. The appropriate steps will depend on the cause of stress, individual circumstances, local employment rights and the support available.
Excessive workloads & burnout: Raise concerns and review priorities
Employees experiencing overwhelming workloads, unrealistic deadlines or constant demands should consider discussing their concerns with their manager or HR, where it feels safe to do so. Identifying specific pressures can help make conversations more productive. This might involve explaining which tasks are unmanageable, how workloads are affecting health and what changes would help.
Practical adjustments could include reviewing deadlines, redistributing work, clarifying priorities, reducing unnecessary meetings or agreeing more realistic expectations. Taking regular breaks, protecting time outside work and using annual leave can support recovery.
However, these measures are unlikely to resolve consistently excessive workloads without organisational changes. Employees may also ask for a stress risk assessment or discuss concerns with occupational health or an equivalent workplace health service.
Mental health challenges: Seek support before difficulties escalate
Stress can affect people differently, causing anxiety, exhaustion, sleep problems, difficulty concentrating, irritability or physical symptoms. Employees experiencing persistent difficulties should consider speaking to a doctor or another appropriate health professional. They may also be able to access employee assistance programmes, confidential counselling, occupational health or other workplace services. In England, adults can refer themselves to NHS Talking Therapies for anxiety and depression without needing a GP referral. Employees elsewhere should check available local health services.
Where mental health difficulties affect someone’s ability to work, changes to working hours, responsibilities, workload or working arrangements may help. Depending on local legislation, employees with qualifying mental health conditions may also be entitled to workplace adjustments. For example, employees whose mental health condition qualifies as a disability under the UK’s Equality Act 2010 may be entitled to reasonable adjustments. The important message is that employees should not feel they have to conceal difficulties or wait until they reach crisis point before seeking help.
Caring responsibilities: Explore flexibility and available support
Employees balancing work with caring responsibilities may benefit from discussing flexible working arrangements, adjustments to working hours or time off for appointments. Depending on their location, they may also have statutory rights to carers’ leave or flexible working. For example, in Great Britain, employees have the right to request flexible working from their first day of employment, although employers can refuse requests for specified business reasons.
Employees in Great Britain are also entitled to up to one week of unpaid carer’s leave every 12 months to provide or arrange care for a dependant with long-term care needs. Some employers offer additional paid carers’ leave, enhanced flexibility or access to specialist support, so employees should check their workplace policies.
In the UK, Carers UK provides information on balancing work and care, including employment rights and practical support. Employees elsewhere should check their local employment legislation, carer organisations and workplace benefits.
Financial stress: Seek confidential advice and practical support
Employees experiencing money worries, debt or financial insecurity may benefit from reviewing their circumstances and seeking independent advice before problems escalate. Free or low-cost financial guidance, debt counselling and budgeting support may be available through government services, charities or community organisations.
For example, the UK’s MoneyHelper service offers free guidance on budgeting, managing debt, financial planning and accessing specialist support. Employees can also check whether their organisation provides financial wellbeing programmes, hardship support, salary-linked savings schemes or access to financial guidance.
Where financial pressure is affecting mental health, seeking appropriate wellbeing support may also help. Importantly, financial difficulties are not always caused by poor money management. Low pay, insecure employment, unexpected expenses and rising living costs can all contribute to financial stress.
AI-related stress & job insecurity: Ask for clarity, training and support
Employees concerned about AI changing or replacing their roles may find it helpful to seek clarity about how new technology will affect their responsibilities. They can ask what training will be provided, whether performance expectations will change and what opportunities exist to develop relevant skills.
Where AI adoption has increased workloads or introduced additional responsibilities, employees should be encouraged to raise these concerns and request a review of expectations. Those affected by restructuring or potential redundancy can also seek independent employment advice, employee representative support or trade union guidance where available. Employers, meanwhile, should communicate organisational changes transparently and involve employees wherever possible.
Bullying & harassment: Keep records and understand your options
Workplace stress can be particularly difficult to address when it stems from bullying, harassment or inappropriate behaviour. Employees may worry about raising concerns, how their employer will respond or whether speaking up could affect their job security.
Thomas Beale, Head of the Workplace Bullying and Harassment team at specialist personal injury law firm Bolt Burdon Kemp, says employees can take practical steps to document what is happening and understand their options. “Workplace stress can be difficult to address, particularly when it is linked to bullying or harassment. Employees may worry about making a complaint, how their employer will respond or whether speaking up could affect their job. However, there are practical steps they can take to document what is happening and understand their options.”
Beale recommends five practical steps:
1. Keep a record of incidents.
Make a note of what happened, when and where it took place, who was involved and whether anyone witnessed it. Keep relevant emails or messages where appropriate. A clear record can help establish whether there is a pattern of behaviour over time.
2. Review your employer’s policies.
Check the workplace procedures for reporting bullying, harassment or grievances. These should help explain who to contact and how concerns are handled. If the person involved is your line manager, consider whether there is another appropriate person you can approach.
3. Raise concerns if it feels appropriate and safe to do so.
Depending on the circumstances, this could mean speaking to a manager, HR or another designated contact. Explain what has happened, how it is affecting you and what action you would like your employer to consider.
4. Look after your health and seek support.
If stress is affecting your sleep, mood or ability to work, consider speaking to your GP or another appropriate health professional. You may also be able to access support through an employee assistance programme or occupational health service.
5. Seek advice if the behaviour continues.
If you feel your employer has failed to deal with the situation appropriately, you may wish to seek advice from a trade union, ACAS, an employment law specialist or personal injury lawyer. The options available will depend on the circumstances, including the nature of the behaviour and how your employer has responded.
Beale emphasises that although not every stressful workplace situation constitutes unlawful behaviour, employees should not feel they must simply tolerate inappropriate treatment. “It’s important to remember that not every stressful situation at work amounts to bullying or harassment in a legal sense. However, employees should not feel they have to tolerate inappropriate behaviour without seeking help,” explained Beale. “Keeping records, understanding workplace procedures and getting advice can help them make informed decisions about what to do next.”
WHAT EMPLOYERS SHOULD DO NEXT: FROM AWARENESS TO ACTION
International Stress Awareness Day provides an opportunity for employers to review whether their wellbeing strategies genuinely address the pressures employees face. Drawing on WHO recommendations, the HSE’s Management Standards and research highlighted throughout 2026, organisations should prioritise several practical actions.
- Address excessive workloads and unrealistic expectations. Review staffing levels, deadlines, job design and resources. Assess whether AI adoption and organisational change are creating additional pressure rather than reducing it.
- Build psychologically safe workplace cultures. Ensure employees can raise concerns about stress, bullying, discrimination or harassment without fear of retaliation. Provide clear reporting routes and demonstrate that concerns lead to appropriate action.
- Equip managers to recognise and respond to stress. Provide training, adequate resources and clear referral pathways. Recognise that managers themselves may be experiencing considerable pressure and need support.
- Provide accessible and confidential mental health support. Make services easy to find and use, explain confidentiality arrangements and consider whether employees trust the support available. Address the working conditions contributing to distress rather than relying solely on wellbeing benefits.
- Support carers and employees managing health conditions. Offer appropriate flexibility, workplace adjustments and practical support for employees balancing work with disability, chronic illness, parenting or caring responsibilities.
- Recognise financial wellbeing as part of employee wellbeing. Consider how pay, job security, predictable working patterns and access to financial guidance can influence employees’ financial stability and wellbeing.
- Manage AI and organisational change responsibly. Communicate transparently, provide training and involve employees in decisions affecting their jobs. Ensure performance expectations remain realistic as technology evolves.
- Listen, measure and act. Use employee feedback, workplace stress risk assessments and relevant workforce data to identify risks, evaluate interventions and demonstrate sustained improvements.
Most importantly, wellbeing should be embedded into leadership decisions, organisational culture and everyday management practices rather than treated as a standalone HR initiative.
BEYOND STRESS AWARENESS DAY: REHUMANISING THE WORKPLACE
This year’s International Stress Awareness Day theme arrives at an important moment for the future of work. As organisations navigate technological transformation, economic uncertainty and changing employee expectations, balancing business performance with human wellbeing has become increasingly important. On 4 November, ISMA UK will host its Global Online Stress & Wellbeing Summit, exploring how empathy, emotional intelligence, human connection and compassionate leadership can contribute to healthier working cultures.
For employers, the message extends far beyond a single awareness day. The evidence covered by Fair Play Talks throughout 2026 demonstrates that workplace stress is rarely an isolated problem. Workloads, leadership, economic insecurity, discrimination, caring responsibilities, technological change and organisational culture can interact to create sustained pressure.
Supporting employee wellbeing therefore requires more than encouraging people to manage stress, take breaks or become more resilient. It means examining how work is designed, how people are treated, whether concerns are acted upon and whether employees have the resources, flexibility and support they need to thrive.
Ultimately, rehumanising the workplace means creating environments where people are valued not simply for their productivity, but as human beings – and where protecting their health, dignity and wellbeing is embedded in the way organisations operate every day.
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