In our recent blog, we explored how mental health can impact employee performance.
But if organisations want to improve wellbeing and performance, there is a more fundamental question to consider: What is causing the pressure in the first place?
Workplace stress is something most people experience at some point in their careers. A certain level of pressure can be motivating, but when pressure becomes excessive or prolonged, it can affect mental health, performance, relationships and, ultimately, the wider organisation.
The important thing is that workplace stress isn't always about an individual's ability to cope. Often, it is about the conditions people are being asked to work in.
Understanding the common sources of workplace stress is therefore an important first step towards creating healthier, more sustainable working environments.
1. Heavy Workloads and Time Pressure
Tight deadlines, long hours, excessive workloads and unrealistic expectations are among the most common sources of workplace stress.
Occasional periods of pressure are part of working life. The problem arises when high demand becomes the norm and employees feel there is no opportunity to recover.
Over time, this can affect concentration, motivation, performance and wellbeing.
What organisations can do:
➢Review workloads and resource levels regularly
➢Set realistic deadlines and priorities
➢Identify where teams are consistently working beyond capacity
➢Encourage managers to have meaningful conversations about workload
➢Create a culture where taking appropriate breaks is supported
Managing workload isn't simply about helping employees cope with more. It is about understanding whether the demands being placed on people are sustainable in the first place.
2. Lack of Control or Autonomy
Having little control over how, when or where work is carried out can create frustration and increase stress.
People generally want to feel trusted to make decisions, use their expertise and have some influence over the way they work.
What organisations can do:
➢Give employees appropriate autonomy within their role
➢Involve teams in planning and problem solving
➢Encourage employees to suggest improvements
➢Avoid unnecessary layers of approval and control
➢Give people clarity about what they are accountable for
Greater autonomy can help people feel trusted, valued and more invested in their work.
3. Poor Communication
Unclear expectations, inconsistent messaging and a lack of feedback can create uncertainty.
During periods of change, this can become particularly significant. When people don't have clear information, they may fill the gaps themselves often with assumptions that can increase anxiety.
What organisations can do:
➢Communicate clearly and consistently
➢Make priorities and expectations explicit
➢Give employees opportunities to ask questions
➢Encourage regular two-way conversations
➢Ensure managers have the information nd skills to support their teams
Good communication isn't just about sharing information. It's about creating clarity and trust.
4. Workplace Relationships
The quality of relationships at work can have a significant influence on wellbeing.
Conflict, poor management, bullying, lack of support or difficult team dynamics can create ongoing stress and make an otherwise manageable workload feel much harder.
What organisations can do:
➢Set clear expectations around respectful behaviours
➢Address conflict and concerns early
➢Equip managers to have difficult conversations
➢Encourage collaboration and peer support
➢Create an environment where people feel safe to speak up
A psychologically safe workplace doesn't mean there will never be disagreement. It means people feel able to raise concerns, challenge ideas and ask for support without fear of negative consequences.
5. Job Uncertainty and Organisational Change
Restructuring, redundancies, mergers, new leadership and wider economic uncertainty can all create anxiety.
Even when change is necessary, uncertainty about what it means for individuals and teams can become a significant source of stress.
What organisations can do:
➢Communicate what is known, and be honest about what isn’t
➢Give people opportunities to ask questions
➢Explain your reasons behind the significant changes
➢Provide appropriate support during periods of transition
➢Keep communication going throughout the change process
People don't necessarily expect organisations to have all the answers. They do expect honesty, clarity and communication.
6. Lack of Recognition
When people consistently feel that their contribution goes unnoticed, motivation and engagement can suffer.
Recognition doesn't have to mean financial rewards or formal awards. Often, meaningful acknowledgement from a manager or colleague can make a significant difference.
What organisations can do:
➢Recognise contributions regularly
➢Encourage managers to give meaningful feedback
➢Celebrate team as well as individual achievements
➢Make recognition part of everyday culture rather than an annual exercise
➢Ensure people understand how their work contributes to wider organisational goals
Feeling valued can strengthen engagement, motivation and connection.
The Bigger Picture
These stressors rarely exist in isolation.
An employee may be dealing with a heavy workload, unclear priorities and an unsupportive manager at the same time. Each factor can compound the others.
This is why tackling workplace stress isn't simply about providing employees with tools to manage their own wellbeing.
Organisations need to understand the environment they have created for their people.
Are workloads sustainable?
Do employees have sufficient control over their work?
Do managers feel equipped to support their teams?
Are people comfortable speaking up?
Is communication helping to reduce uncertainty—or creating more of it?
And are the organisation's wellbeing initiatives addressing the underlying issues?
From Managing Stress to Preventing It
The most effective approach to workplace wellbeing isn't simply responding when employees are already struggling.
It is identifying potential sources of pressure early and understanding where organisational changes could make a difference.
That requires organisations to listen to their people and look at the evidence.
At Pulse Point, we help organisations understand how effectively they are supporting the mental health and wellbeing of their people.
Our assessment looks beyond individual wellbeing initiatives to identify organisational strengths, potential gaps and areas where action could have the greatest impact.
Because managing workplace stress isn't just about helping people cope with pressure.
It's about understanding where that pressure comes from and what the organisation can do about it.
Coming next in the series
Blog 3: The Hidden Cost of Workplace Stress – Absence, Presenteeism and Productivity
What happens when workplace stress isn't addressed? We'll explore the less visible impact on organisations, from people working while unwell to increased absence, reduced productivity and the wider cost to teams and performance.
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