Close to 80% of UK employees are now reporting that they are regularly stressed at work, with many describing themselves as tired, overwhelmed, and emotionally exhausted. These very high figures show that stress is one of the most pressing issues facing the workforce today across all industries and sectors.
Stress at work does not necessarily have to be a constant, sustained issue. An astonishing 91% of people report that they have experienced “extreme’ pressure at work at some point during the last year, revealing that the ‘overwork crisis’ is touching almost everyone in Britain.
Stress is more than a wellbeing concern. When employees are burnt out, overwhelmed, and excessively busy it harms their motivation and productivity. Furthermore, feelings of stress contribute to an overall culture where employees do not feel seen by their organisation. They clock in, clock out, and are paid once a month in an exchange which feels impersonal and transactional. There is little recognition of their individuality, effort, or progress. In such an environment, it’s no surprise that motivation drops and burnout is on the up.
Thriving employees, thriving company
The goal of any employer should be to create an environment where employees feel they are thriving, yet only 29% say that they are. Stress-related absences continue to rise, costing UK businesses tens of millions every year. What’s more, nearly a quarter of people say that their job negatively impacts their mental health.
Organisations need to have a rethink when it comes to employee recognition and their value proposition. More traditional approaches such as annual bonuses, generic ‘perks’, and one size fits all gifts, are no longer enough. These tend to fail as they don’t connect with the employee on a personal level. Good recognition, on the other hand, is timely, meaningful, and tailored to each individual person. Employees want to feel that their contributions are noticed in the moment, not as a brief adjunct to a quarterly performance review.
Well designed, personalised reward and recognition schemes step into the spotlight as one antidote to such drabness and stress. When employees have something tangible to strive toward, whether that’s an experience or hand picked reward, it gives them a sense of purpose and momentum. When done well, these programmes can increase productivity by nearly 20% by tapping into the intrinsic human values of achievement, appreciation, and belonging.
Wellbeing that works
Recognition is only one part of the puzzle and must sit hand in hand with real, impactful wellbeing policies. Free bananas in the kitchen and a team trip to the pub are great gestures for the team, but they are not solutions to chronic stress.
A genuinely impactful workplace wellbeing scheme is holistic and inclusive, supporting employees’ physical, mental, and financial health. This can be done by combining flexible working, accessible mental health resources, strong leadership, and regular recognition.
Having a positive culture like this fosters trust and belonging, empowering people to perform at their best whilst maintaining engagement in the long term, not as a flash in the pan.
Engaged, empowered employees
The overarching goal of a good benefits scheme is two-fold: to make employees feel valued, and to ensure they do not feel like cogs in a machine but individuals whose work truly matters.
The world of work has changed, but many employers have not kept pace. In the 21st century, employees expect more than a salary, they want purpose, recognition, and a sense of progress. If businesses fail to meet these expectations, then stress and disengagement will only continue to rise.
Jo’s career in HR has spanned several sectors, including hospitality, luxury retail and PR. She has a natural affinity for pulling people and process together to enable the effective delivery of the HR agenda and business strategy.
Jo is passionate about employee relations and employee benefits and across her 20+ year career has become well accustomed with reward and recognition and the positive impact they can have on keeping teams highly engaged and motivated.
- Jo Kansagra
- Jo Kansagra
