With some 13.4 million working days lost at an estimated cost of £7 billion per annum, the significance of stress in the workplace is not to be underestimated.

Evidence suggests the situation is getting worse year on year, with a rise in stress related claims against employers from 516 to 6428 in the space of one year. This is in addition to the large amount of reduced productivity.

The HSE definition is “the adverse reaction a person has to excessive pressure or other types of demand placed upon them”. We can all feel stressed at times when we feel everything has become too much, but as any busy executive will tell you, a certain amount of stress can be an effective motivator. It is when stress becomes distress and strain that the whole matter becomes negative.

Abermed’s occupational psychology consultant and stress specialist Gordon Charlton explains that stress is the result of a perceived imbalance between the resources available to a person, both internal and external and the demands placed upon them.

“This is why certain individuals react differently to the same situation,” he explains, “but it is also true that some situations will always result in a stress reaction – for example when an employee is receiving conflicting instructions from different members of management.”

The traditional view is that someone is healthy as long as they aren’t actually ill and absent from work, but we must think more of health as a continuum from illness to wellness. People will only perform at peak performance when they are healthy at the wellness end of the scale.

So what can be done?

Work-related stress can be tackled by staff and employer working together to identify issues, and it is clear that companies that have an open approach with effective channels of communication are less likely to have problems.

When someone is referred to us we will address the situation either one-to-one or organisation-wide. The starting point is an audit of six key criteria which, in being answered, will identify stress areas and differentiate between stress and pressure.

Once issues have been identified, recommendations will be made and support provided – either with training, both in identifying and coping, or with referral to other specialists. Significant importance should be placed on speedy response to prevent any stress matters developing further.

To help with this, the HSE has produced new Management Standards and guidelines on work-related stress for employers and employees. This leaflet, produced by the International Stress Management Association, and backed by the HSE and ACAS, explains what the standards are. With the standards in place, employers’ responsibility for the health and wellbeing of employees is greater than ever. Many employers are now providing company gym memberships, information on diet and nutrition and a range of other health benefits.

A proactive approach is essential to protect employees, reduce absenteeism, increase morale and improve productivity and efficiency.