Stress at work is an ever-growing concern globally, with around 40% of employees worldwide reporting significant stress during much of the previous day, according to Gallup’s 2025 State of the Global Workplace research, which also found that only 21% of employees globally feel engaged at work.
This prevalence of stress in the workplace is not just a statistic; it represents a critical challenge that needs addressing, especially as we recognise April as Stress Awareness Month, emphasising the importance of managing stress and promoting wellbeing in our daily lives.
The research highlights the broader impact of these trends. Global employee engagement fell from 23% to 21% in 2024, one of the few declines recorded in more than a decade, and Gallup estimates that disengagement cost the global economy $438 billion in lost productivity. These figures underline how workplace stress and disengagement are not just wellbeing concerns but significant organisational challenges that require thoughtful leadership and supportive workplace cultures.
A key insight from the report is the significant role employee engagement plays in mitigating stress. Engaged employees are consistently less likely to report high levels of stress compared with their less engaged counterparts. This finding highlights how strengthening employee engagement can serve as a strategic lever for organisations seeking to reduce workplace stress. Employees who feel engaged tend to be more connected to their roles, derive greater satisfaction from their work and demonstrate stronger resilience when facing challenges.
The importance of engagement is further emphasised by the fact that it leads to employees having robust support networks and access to resources that enable them to manage challenges more effectively. They are also more likely to enjoy their work and find meaningful connections within their roles, which buffers against stress and prevents burnout. For instance, Gallup’s research highlights the central role managers play in shaping employee experience. The report finds that 70% of the variation in team engagement is attributable to the manager, underscoring how leadership practices, support and communication can significantly influence employee wellbeing and workplace stress
Moreover, the report indicates that stress is experienced differently across demographic groups. For example, younger employees are more likely to report experiencing stress during much of the previous day. Insights such as these provide organisations with clearer areas for intervention, including developing support systems that address the specific needs of different employee groups.
Leaders should engage in open dialogues about stress, asking about and acknowledging the challenges their team faces and what might help alleviate them. This open communication can prevent assumptions and misunderstandings that often exacerbate stress.
Redefining our understanding of stress is crucial. Chantal Burns, author of “Bulletproof: Be Fearless and Resilient – No Matter What,” argues that understanding the true nature of stress—recognising that it often stems from our perceptions and thought processes—can transform how we experience and handle it. This insight is pivotal in helping teams shift their perspective on stress, from feeling overwhelmed to viewing challenges as manageable.
Leaders must be proactive in promoting and modelling healthy stress management strategies. They should encourage regular breaks, ensure workloads are manageable and foster a workplace culture that values balance and wellness.
By implementing the strategies below, leaders can reduce workplace stress while strengthening both employee wellbeing and organisational performance.
Promote Wellbeing and Engagement:
Organisations should focus on creating an environment that fosters both employee engagement and wellbeing. This can be achieved through meaningful work, recognition, supportive leadership and opportunities for growth.
Build Supportive, Coaching-Focused Management:
Training managers to act more like coaches than bosses can significantly impact engagement and stress management. Managers should focus on building relationships, offering support and facilitating employee development.
Provide Accessible Support Resources:
Making resources available such as employee assistance programmes, mental health support and stress management workshops can help employees cope with and reduce stress.
Encourage Open Communication and Early Support
Regular check-ins and a culture of transparency can help identify stressors early before they escalate into more significant issues.
Create a Positive and Flexible Work Environment:
A workplace that values flexibility, autonomy and work-life balance contributes to lower stress levels and higher job satisfaction.
The implications of these strategies are profound. Not only do they enhance individual and organisational performance, but they also contribute to a healthier, more dynamic work environment. By addressing the root causes of stress and enhancing engagement, companies can unlock the potential of their workforce, leading to improved productivity and innovation.
In conclusion, while stress in the workplace is a complex issue influenced by a myriad of factors, organisations that invest in their employees’ holistic wellbeing and engagement are better equipped to manage and mitigate its effects. As we navigate the challenges of modern work environments, it becomes increasingly clear that the focus must shift towards creating workplaces where stress is understood, managed and most importantly, significantly reduced. Promoting Stress Awareness Month this April provides a timely reminder of the critical need to prioritise these efforts, ensuring that stress management is not just an annual theme but a continual commitment.
