Workplace stress continues to rise across UK organisations, affecting employee wellbeing, engagement, and overall business performance. Employers have a legal duty to identify and manage stress risks, yet many struggle to diagnose the true causes behind employee pressure, burnout, and absence.
The Health and Safety Executive (HSE) defines stress as “the adverse reaction people have to excessive pressures or other types of demand placed on them.” Employers are required to risk assess workplace stress using the HSE Management Standards, a framework covering six key areas known to contribute to work-related stress if not managed properly.
This article outlines the top 10 common causes of stress at work and explains how they relate to those six HSE standards. It is designed for employers, HR teams, line managers, and senior leaders seeking clear, practical guidance.
HSE’s Six Management Standards: The Foundation of Stress Risk Assessment
Before examining the top 10 stressors, employers must understand the six areas the HSE requires organisations to consider when assessing workplace stress:
Demands – Workload levels, work patterns, and the work environment.
Control – How much autonomy and influence an individual has over their work.
Support – The encouragement, resources, and assistance provided by the organisation, managers, and colleagues.
Relationships – The extent to which positive working relationships are promoted and conflict is addressed.
Role – Clarity about job purpose, expectations, and responsibilities.
Change – How organisational change is planned, communicated, and managed.
Every stress risk assessment must examine these six areas. If they are not included, assessments risk being considered inadequate under HSE expectations.
Kingfisher supports employers by advising, tutoring, and guiding them on how to meet these standards, not by completing risk assessments on their behalf.
Workload and Time Pressure (HSE Standard: Demands)
Excessive Workload and Unrealistic Expectations
High workloads and insufficient resources are among the most common triggers of workplace stress. Employees may face more tasks than can realistically be completed during working hours, particularly during peak periods or when teams are understaffed. Lack of prioritisation, unclear deadlines, and constant pressure to perform can quickly lead to exhaustion and reduced performance.
Tight Deadlines and Constant Urgency
A workplace culture built around urgency creates sustained pressure. When employees face constant deadlines, limited planning time, and an expectation to respond immediately, they may feel permanently behind or unable to keep up. This emotional strain contributes directly to work-related stress and impacts overall well-being.
Poor Workload Planning and Resource Allocation
Insufficient forecasting, inadequate staffing levels, and ineffective planning processes can lead to chronic overload. When employers fail to allocate work fairly or anticipate busy periods, employees experience unnecessary pressure. Addressing these issues forms part of meeting the HSE’s requirement to manage demands effectively.
Poor Management and Leadership Issues (HSE Standards: Support, Relationships, Change)
Inconsistent or Unclear Communication
When managers give mixed messages, unclear instructions, or inconsistent expectations, employees may feel unsupported and unsure how to succeed. Poor communication is a leading cause of rework, mistakes, and anxiety, and can undermine psychological safety within teams.
Micro-Management and Lack of Trust
Excessive oversight reduces employee autonomy and falls directly under the HSE’s Control standard. When employees feel they have no say in how they complete their work, stress levels rise. Micro-management also erodes confidence, increases anxiety, and undermines problem‑solving skills.
Lack of Supportive Leadership Behaviours
Employees rely on their managers for guidance, feedback, and recognition. When these behaviours are missing, individuals may feel isolated or undervalued. The HSE’s support standard requires employers to ensure workers have access to adequate help, resources, and encouragement.
Unclear Roles, Responsibilities, and Expectations (HSE Standard: Role)
Role Ambiguity and Confusion
When job responsibilities are unclear or poorly communicated, workers may feel unsure of what is expected of them. Conflicting instructions or shifting priorities contribute to stress and reduce confidence.
Frequent Role Changes Without Support
Sudden changes to responsibilities without appropriate training or consultation can significantly increase stress. This issue also connects with the change standard, as poor communication around organisational decisions often exacerbates uncertainty.
Mismatched Skills and Job Requirements
Employees may struggle when placed in roles that do not align with their skills or experience. Without proper training or development, stress and fear of failure are common outcomes.
Workplace Conflict, Bullying, and Poor Culture (HSE Standard: Relationships)
Interpersonal Conflict and Team Tensions
Personality clashes, communication breakdowns, or unresolved disagreements can create a hostile or uncomfortable working environment. Employers must promote positive relationships to meet the HSE standard.
Bullying, Harassment, and Negative Behaviours
Persistent criticism, exclusion, intimidation, or inappropriate behaviour can severely affect mental health. A lack of genuine reporting routes often worsens the impact.
Toxic or Unsupportive Organisational Culture
A culture that discourages feedback, promotes blame, or ignores concerns contributes significantly to workplace stress. Employees must feel safe to speak up without fear of negative consequences.
Lack of Control, Autonomy, and Decision‑Making Power (HSE Standard: Control)
Minimal Influence Over Work Tasks
When employees cannot choose how to approach their work or feel their input is disregarded, stress increases. Autonomy is a key factor in job satisfaction.
Limited Flexibility in Work Patterns
Rigid working hours or lack of remote‑work options can make it difficult for employees to manage personal responsibilities. This lack of flexibility contributes directly to work‑related stress.
Lack of Involvement in Change Processes
When workers are left out of decisions that affect their roles, morale can decline. The HSE requires employers to communicate changes clearly and involve staff where possible.
Poor Work-Life Balance (HSE Standard: Demands / Control)
Excessive Working Hours and Overtime
Long hours contribute to fatigue, reduced resilience, and burnout. Employees may feel obliged to work late or be constantly available, creating a cycle of stress.
Difficulty Disconnecting from Work
An “always on” culture, driven by digital communication, makes it harder for employees to switch off mentally. This can undermine rest, recovery, and mental health.
Personal Commitments Competing with Work Demands
Without flexibility or understanding, employees may struggle to balance childcare, caring responsibilities, or personal circumstances. This conflict increases stress and reduces engagement.
Insufficient Training, Development, and Support (HSE Standard: Support)
Lack of Skills Training and Preparedness
When employees are expected to perform tasks without the necessary training, stress can increase due to fear of mistakes and uncertainty.
Limited Career Progression Opportunities
A lack of clear development pathways or inconsistent promotion criteria can lead to frustration, disengagement, and reduced morale.
Inadequate Managerial Support for Development
Managers who fail to discuss learning needs or provide development opportunities can inadvertently create stress. Employees may feel stuck or undervalued.
Environmental and Organisational Factors (HSE Standards: Demands, Change)
Poor Working Conditions and Distractions
Noisy, uncomfortable, or poorly designed workspaces can contribute to stress by increasing frustration and making focus difficult.
Organisational Change and Restructuring
Restructures, leadership changes, or strategic shifts can create uncertainty. Poor communication or lack of consultation heightens anxiety.
Resource and Equipment Limitations
Insufficient tools or outdated systems reduce productivity and can cause significant frustration. This can also impact the demands placed on employees.
Personal Factors and Individual Stress Triggers
Although personal factors sit outside the HSE Management Standards, they still influence how employees respond to workplace pressures.
Health Conditions and Personal Vulnerabilities
Long‑term health conditions or mental health challenges may reduce resilience and increase stress. Employers should consider reasonable adjustments where appropriate.
Low Confidence or Imposter Syndrome
Individuals who doubt their abilities may experience greater pressure, particularly in high‑performance environments.
External Life Pressures Affecting Work
Financial difficulties, relationship issues, bereavement, or other major life events can spill over into work and impact performance.
How Kingfisher Professional Services Can Help with Workplace Stress
Kingfisher provides expert HR and Employment Law support to help employers address workplace stress in a compliant, structured, and proportionate way. While we do not conduct stress risk assessments for organisations, we offer clear guidance, oversight, and practical support to help employers meet their legal obligations. Our services include:
- Advising employers on how to apply the HSE Management Standards within their own stress risk assessments.
- Supporting managers and HR teams in identifying stressors, understanding legal duties, and implementing fair processes.
- Helping employers develop wellbeing action plans, policies, and communication strategies that align with HSE expectations.
- Providing guidance on managing complex HR issues such as stress‑related absence, return‑to‑work discussions, and workplace adjustments.
- Offering ongoing employment law advice to ensure decisions are fair, legally compliant, and defensible.
Our consultants combine practical HR expertise with a strong understanding of UK employment law and HSE good practice. By partnering with Kingfisher, organisations gain confidence in addressing stress-related challenges consistently and compliantly.
Conclusion
Workplace stress must be addressed proactively to protect employee well-being and organisational performance. The top causes of stress – workload pressure, poor communication, unclear roles, conflict, lack of control, and organisational change – often link directly to the HSE’s six Management Standards.
Early intervention and clear processes help reduce turnover, improve morale, and maintain productivity. Employers who understand and apply the HSE standards, communicate effectively, and support their teams will be best placed to reduce work-related stress.
Kingfisher Professional Services provides expert guidance, ensuring employers can navigate stress-related issues with confidence and consistency.