Managing work-related stress: insights from Dr Jo Rick

For Stress Awareness Month, Dr Jo Rick, Chartered Psychologist and Associate Fellow of the British Psychological Society, shares practical guidance on how organisations can tackle work-related stress (WRS).

Who is Dr Jo Rick?

Dr Jo Rick leads HSE research on work-related stress. With over 25 years’ experience in workplace mental health, she helps organisations manage psychosocial hazards and improve employee health and wellbeing.

How work-related stress builds

Stress hazards – also called psychosocial hazards – often arise from work design. Factors such as workload, control, role clarity, support systems, and workplace relationships all play a role.

“These hazards may seem small at first, but over time, they add up,” says Dr Rick. “The good news is that organisations can address them through smarter work design, improved processes, and enhanced support.”

Common myths

Misconceptions can stop organisations from taking action:

• “Stress is too personal or complex to manage at work.” In reality, stress usually results from identifiable workplace factors that can be addressed.
• “WRS isn’t a priority for HSE.” Managing work-related stress is central to HSE’s strategy, just as important as tackling physical health risks.

Challenges and solutions

HSE’s management standards focus on six areas of work that can cause harm if poorly managed: demands, control, support, relationships, role, and change. Organisations often face two key challenges:

1. Lack of specificity – Surveys may flag workload issues, but further consultation is needed to uncover root causes.
2. Management support – Interventions rarely succeed without visible commitment from senior leaders.

Practical solutions include combining workflow improvements with flexible arrangements and giving employees more decision-making power.

“Managing work-related stress isn’t just compliance,” Dr Rick explains. “Redesigning tasks and improving work processes enhances both workers health and business outcomes.”

Leadership and action

Leaders play a critical role. Key skills include active listening, identifying root causes, and creating a culture of psychological safety.

Leaders should continually ask: How am I supporting an environment where employees feel heard and able to contribute to better work design?

The Five R’s approach can guide action:

1. Reach out – Start conversations and foster support
2. Recognise – Spot signs of stress and share information
3. Respond – Act on risks and provide support
4. Reflect – Review interventions and learn lessons
5. Make it Routine – Check in regularly and embed wellbeing conversations

“Stress management is an ongoing process,” Dr Rick says. “Small steps today can create a healthier, more productive workplace tomorrow.”

Take action today

Work-related stress is preventable. By proactively managing it, organisations can protect employee health, boost wellbeing, and improve overall performance.