Work-Related Stress Risk Assessment: Employer Guide

A stress risk assessment is a legal requirement - not optional. Here's how to conduct one properly using the HSE Management Standards approach.

Why It's Required

Under the Management of Health and Safety at Work Regulations 1999, you must:

• Assess risks to health and safety (including stress)
• Record the assessment (if 5+ employees)
• Implement measures to control risks
• Review and update regularly

Work-related stress caused 22.1 million working days lost in 2024/25. The HSE takes this seriously.

The HSE Management Standards

The Health and Safety Executive developed six Management Standards that cover the main causes of work-related stress:

Standard	What It Covers
Demands	Workload, work patterns, work environment
Control	How much say employees have in their work
Support	Resources, encouragement, sponsorship
Relationships	Positive working, no conflict or bullying
Role	Clear understanding of role and expectations
Change	How organisational change is managed

The 5-Step Risk Assessment Process

Step 1: Identify the Hazards

Gather information about potential stress factors:

Talk to employees:

• One-to-one conversations
• Team meetings
• Anonymous surveys
• Focus groups

Review data:

• Sickness absence records (especially stress-related)
• Staff turnover rates
• Exit interview themes
• Grievance and complaint patterns
• Performance issues

Consider each Management Standard:

Demands

• Are workloads achievable?
• Are deadlines realistic?
• Do employees have the skills for their role?
• Is the work environment suitable?

Control

• Can employees influence how they work?
• Are they encouraged to use their skills?
• Can they take breaks when needed?
• Do they have a say in decisions?

Support

• Do managers provide support?
• Can employees access resources they need?
• Is training available?
• Are policies and procedures helpful?

Relationships

• Are there conflicts in the team?
• Is there bullying or harassment?
• Are working relationships positive?
• Is unacceptable behaviour addressed?

Role

• Do employees understand their responsibilities?
• Are there conflicting demands?
• Do they know what's expected?
• Is there role clarity?

Change

• Is change communicated effectively?
• Are employees involved in change?
• Do they understand reasons for change?
• Is support provided during change?

Step 2: Decide Who Might Be Harmed

Consider:

• All employees - Everyone can be affected by stress
• Vulnerable individuals - Those with existing mental health conditions
• Specific roles - High-pressure positions, customer-facing staff
• Groups experiencing change - Restructures, new systems
• Remote workers - May feel isolated
• New starters - Learning curve, unfamiliarity

Step 3: Evaluate the Risks

For each hazard identified, assess:

Likelihood: How likely is it to cause harm?

• Almost certain
• Likely
• Possible
• Unlikely
• Rare

Severity: How serious could the harm be?

• Severe (long-term illness, breakdown)
• Major (significant absence, medical treatment)
• Moderate (short absence, GP visit)
• Minor (temporary symptoms)
• Negligible (minimal impact)

Risk level = Likelihood × Severity

Prioritise high-risk areas for action.

Step 4: Record and Implement Findings

Document:

• Hazards identified
• Who is at risk
• Current controls in place
• Additional controls needed
• Who is responsible
• Timescales for action

Example actions by Management Standard:

Standard	Example Actions
Demands	Review workloads, set realistic deadlines, provide training
Control	Involve employees in decisions, allow flexible working, give autonomy
Support	Train managers, provide EAP, regular check-ins
Relationships	Address bullying, team building, conflict resolution
Role	Clear job descriptions, regular reviews, manage conflicting demands
Change	Communicate early, involve employees, provide support

Step 5: Review and Update

Review your assessment:

• At least annually
• After significant changes (restructures, new systems)
• Following stress-related incidents
• If absence patterns change
• When employees raise concerns

Using the HSE Stress Indicator Tool

The HSE provides a free online tool for gathering employee feedback on the six Management Standards.

How It Works

1. Employees complete a 35-question survey anonymously
2. Questions cover all six standards
3. Results show how your organisation compares to benchmarks
4. Identifies areas needing attention

Survey Questions Cover

• "I am pressured to work long hours"
• "I can decide when to take a break"
• "I am supported by my line manager"
• "I am subject to personal harassment"
• "I am clear what my duties are"
• "Staff are consulted about change"

Interpreting Results

Compare your scores against HSE benchmarks:

• Green: Meeting the standard
• Amber: Needs improvement
• Red: Urgent action needed

Recording Your Assessment

If you have 5 or more employees, you must record:

What to Include

1. Date of assessment
2. Who was involved
3. Hazards identified
4. Who is at risk
5. Current controls
6. Actions needed
7. Responsible person
8. Target dates
9. Review date

Template Structure

STRESS RISK ASSESSMENT

Department/Team: [Name]
Date: [Date]
Assessor: [Name]

DEMANDS
Hazards identified: [List]
People at risk: [List]
Current controls: [List]
Further action needed: [List]
Action by: [Name] | Target date: [Date]

[Repeat for Control, Support, Relationships, Role, Change]

REVIEW DATE: [Date]
SIGNED: [Assessor]

Common Mistakes to Avoid

1. Not Involving Employees

The assessment should include employee input - they know what causes stress in their roles.

2. One-Off Exercise

Risk assessment is ongoing. Review regularly and after changes.

3. Generic Assessment

Assess specific teams, roles, and departments - different areas have different risks.

4. No Follow-Through

Identifying hazards is pointless without implementing controls.

5. Ignoring Individual Concerns

General assessment doesn't replace addressing individual issues when raised.

6. Paper Exercise Only

The goal is reducing stress, not producing a document.

Taking Action on Findings

Quick Wins

• Clarify expectations and priorities
• Improve communication
• Train managers in supportive conversations
• Review meeting schedules
• Address obvious workload issues

Medium-Term Actions

• Review job roles and responsibilities
• Implement flexible working
• Develop manager training programme
• Establish employee assistance programme
• Create mental health policy

Longer-Term Changes

• Redesign work processes
• Review organisational structure
• Change management practices
• Develop wellbeing strategy
• Culture change initiatives

Monitoring Effectiveness

Track whether your actions are working:

Metrics to Monitor

• Stress-related absence rates
• Overall sickness absence
• Staff turnover
• Employee survey results
• Grievance numbers
• Exit interview themes

Regular Check-Ins

• Team meetings include wellbeing
• Manager one-to-ones cover workload
• Pulse surveys between full assessments
• Open door for concerns

Legal Protection

A thorough risk assessment protects you legally:

• Shows you took your duty of care seriously
• Documents your efforts to prevent harm
• Demonstrates reasonable steps taken
• Provides evidence if claims arise

Keep records for at least 6 years (limitation period for personal injury claims).