Whilst there is no statute specifically covering stress in the workplace, employers are expected to fulfil certain duties under the:

Management of Health and Safety at Work Regulations 1999, to assess the risk of stress-related ill health caused by work activities.

Health and Safety at Work Act 1974, to undertake measures to control any risk.

Disability Discrimination Act 1995, to ensure that those with a disability are not discriminated against. In some cases 'anxiety', 'stress', and 'depression', may qualify an individual as disabled under the act, if there is a long-term impact on their ability to perform day-to-day tasks at work. 

Protection from Harassment Act 1997, to protect against bullying in the workplace. 

There are also other regulations requiring employers to consult their employees on health and safety matters.

HSE Management Standards

The HSE has developed voluntary Management Standards to help reduce levels of work related stress among British employees and aid employers in measuring their performance in managing the causes of stress, as while as identifying areas for improvement. Developed in 2004, these standards encourage employers to take steps to prevent stress by taking a risk assessment, which usually involves questioning employees about job satisfaction within the six areas delineated below. If any problems are identified, employers should then discuss solutions with their employees. The organisation then needs to establish an action plan detailing measures that will be taken. 

The primary sources of stress at work delineated by the standards are:

For more information on stress at work see www.hse.gov.uk and www.acas.org.uk.

What employers can do to tackle work related stress

• If workloads are too high consider how they might be reduced and ensure that targets are realistic. Encourage delegation of work where possible.
• Keep employees informed to reduce uncertainty about jobs.
• Be communicative and approachable.
• Ensure staff are using their holiday entitlement.
• Ensure employees are suited to their roles.
• Ensure employees understand what their roles require of them.
• Review people’s performance so you can identify areas where extra training is required.
• Encourage employees to discuss any problems with you and offer them opportunities to give feedback about their work.
• Offer reward and recognition for a good work performance.
• Provide opportunities for career development.
• Ensure that effective disciplinary and grievance procedures are in place to deal with bullying and harassment.

Work/life balance programs that aim to tackle stress among employees have demonstrated numerous benefits such as:

• Attracting new employees.
• Retaining staff.
• Increasing diversity in skills and personnel.
• Increasing morale.
• Reducing sickness and absenteeism.
• Improving working relationships between colleagues.
• Encouraging employees to demonstrate more commitment and teamwork.
• Increasing productivity and satisfaction.
• Reducing stress and ‘burnout’.

Helping employees with stress outside work

Employers are not obliged to do anything about the stresses employees are experiencing outside work, but offering support can be useful. Some of the following things may help:

• Be sympathetic and allow the employee to voice anything they wish to discuss with you.
• Consider offering the employee the option of more flexible working hours or even paid time off to resolve their problems if necessary.
• Suggest outside support groups.
• Make the employee aware of support offered by your organisation that may be able to help them, such as:

1. Childcare services.
2. Fitness and stress programs.
3. Family leave policies.
4. Eldercare initiatives
5. Referal program to relevant organisations.
6. Other leaves of absence.
7. On site seminars and workshops (on subjects such as stress, nutrition, smoking etc).