Healthy workload or unhealthy stress? How stress develops in the workplace

Stage 1: Healthy pressure provides energy 

Everyone experiences pressure at work from time to time. It is part of having a challenging job and does not necessarily cause problems. A healthy workload can often improve focus, engagement and job satisfaction. 

What is the difference between healthy pressure and unhealthy stress? With healthy pressure, there is sufficient opportunity for recovery. Recovery does not only happen outside working hours, but also throughout the working day. This includes taking enough breaks, varying tasks and having moments to recharge. Factors outside work, such as sleep, caring responsibilities or other personal circumstances, also affect how much a person is actually able to recover. 

At this first stage, demands and recovery are in balance. The employee has enough energy left to continue functioning effectively. 

Stage 2: The balance gradually becomes disrupted 

Stress often develops when being busy is no longer the exception, but becomes the norm. Deadlines pile up, breaks are skipped and the working day keeps getting longer. At the same time, performance often remains at a good level, meaning there may appear to be little reason to intervene. 

Yet this is precisely when the first signs may start to appear, such as: 

• having less energy throughout the working day; 

• becoming irritable more quickly;

• finding it harder to concentrate; 

• making more minor mistakes; 

• struggling to set priorities; 

• participating less in meetings or social interactions. 

Individually, these signs may seem harmless. But when several occur at the same time, they may indicate that someone is using more energy than they are able to replenish through recovery. 

What can you do as a manager? 

Do you notice these changes in an employee? Don't wait until their performance starts to decline. Start a conversation early. Ask what is taking up their energy, where the pressure points are and what would help them recover more effectively. 

Stage 3: Prolonged stress drains the body 

When recovery is consistently insufficient, energy reserves gradually become depleted. This does not necessarily mean that someone will immediately be unable to work. In fact, many employees continue working hard because of their commitment or sense of responsibility. 

At this stage, the effects often become more noticeable. These can include persistent fatigue, difficulty concentrating, more mistakes, reduced enjoyment of work or physical symptoms such as headaches and sleep problems. Working relationships may also come under pressure if someone becomes more withdrawn or less patient. 

What can you do as a manager? 

Together, explore which factors are contributing to the workload and where there is room to make adjustments. This could include reprioritising tasks, adjusting expectations or creating more opportunities for recovery. 

Stage 4: The risk of absence increases 

If the situation remains unchanged, the risk of absence increases. The employee finds it increasingly difficult to keep up with their work, and recovery takes longer and longer. Eventually, the body or mind may signal that it can no longer cope. 

Although absence cannot always be prevented, identifying the signs early can make a significant difference. The sooner stress is recognised, the greater the opportunity to work together to take appropriate action. 

Why highly engaged employees can be particularly at risk 

Understandably, managers often focus on results. As long as someone meets deadlines and is present at work, there may seem to be little cause for concern. Yet it is often the most committed employees who keep going the longest before acknowledging that the demands have become too much. 

That is why it is important to look not only at performance, but also at changes in behaviour, energy levels and collaboration. Small changes compared with someone's usual way of working can often tell you more than their results alone. 

What managers can do 

Managers do not have to solve stress. However, they do play an important role in recognising the signs and creating a safe environment where employees feel able to talk openly about how they are really doing. 

It starts with genuine attention and naming what you have noticed. For example: "I've noticed that you seem to have less energy lately", "I've noticed that you've been working longer hours more often" or "I've noticed that you've been more irritable than usual." 

You can then ask open questions to explore the situation further, such as: "What is giving you energy at the moment?", "What is taking up most of your energy right now?" or "What would help you stay better balanced?" This creates an opportunity to talk about what is going on without making assumptions. 

It is also important to look beyond how someone feels and consider the possible causes. Is the pressure mainly caused by the amount of work, unclear expectations, a lack of recovery or factors outside work? Or is the employee putting a lot of pressure on themselves? Exploring this together can also help identify possible solutions. 

Early recognition can make a difference 

Stress rarely develops overnight. It is usually a gradual process in which healthy pressure slowly turns into prolonged overload. That is precisely why it is important not to wait until someone is absent from work. 

By paying attention to the early signs and having regular conversations, managers can intervene sooner. Often, the solution is not one major intervention, but a number of small adjustments that improve the balance between demands and recovery. This can help employees stay healthy, engaged and sustainably employable.