Time Off Work For Stress: How Does It Work?
With mental health issues becoming less and less stigmatised in society as a whole, employees are getting better at admitting when they feel overwhelmed and need some time off. In fact, it’s now estimated that stress is responsible for as much as 40% of all sickness absence from work.
For employers, managing stress-related absences is a balancing act—supporting employee wellbeing while maintaining operational efficiency can be challenging.
But how does stress leave work, and what are the circumstances that staff can take it? Talking to a family member or someone you trust about your stress can help you feel better and provide valuable support.
This post looks into taking time off for stress and the details surrounding it. Stress can have a significant impact on both employees and employers. Employers have a legal duty to ensure the health, safety, and welfare of their employees, which includes addressing work-related stress.
Understanding the impact of stress
Stress is more than just a temporary feeling of being overwhelmed—it can have lasting effects on both mental health and physical health. Persistent workplace stress can lead to mental health issues such as anxiety, depression, and emotional exhaustion, as well as physical symptoms like headaches, sleep problems, and high blood pressure. Over time, these stress-related illnesses can significantly impact an employee’s ability to perform their job and maintain a healthy work life balance.
For employers, the consequences of unmanaged work related stress go beyond individual wellbeing. High stress levels in the workplace can result in increased absenteeism, reduced productivity, and a decline in overall employee wellbeing. Poor mental health and stress related absence can also affect team morale and lead to further support needs among other employees.
Employers have a legal duty to protect the health, safety, and welfare of their staff, which includes taking steps to manage workplace stress and support employee mental health. This may involve making reasonable adjustments for those experiencing stress related illness, such as modifying workloads or offering flexible working arrangements. By understanding the impact of stress, employers can take proactive measures to reduce stress and create a supportive environment that prioritises both mental and physical health.
When should an employee take time off for work related stress?
As you’re dealing with a person’s wellbeing, there are no hard and fast rules for when they should take time off for stress. It’s simply whenever the employee, or the company, feels that it’s necessary and taking a break from work will prevent further burn out and damage to their mental and physical health. Admitting when they feel overwhelmed—recognising that feeling overwhelmed is a sign stress has become unmanageable—is important for both employees and employers.
On one hand, the employee could approach their team leader or an HR office to explain they’re feeling stressed and be given some time off to recover. Alternatively, if an employee shows signs of stress, you might broach the idea of taking some time off.
Employees experiencing absence from work due to stress or ill health should feel comfortable approaching their line manager or HR personnel for support and guidance.
Signs of stress include:
Increased sickness absence
Tiredness and irritability (perhaps increased conflict with colleagues)
Physical symptoms – headaches, aches and pains, nausea, etc.
Loss of interest in work
Reduced quality of work
Poor time-keeping
General change in personality or demeanour (not seeming ‘themselves’)
Employees are entitled to take time off work due to stress and can self-certify their absence for up to seven days without a doctor’s note.
That being said, they may not want to talk about their situation, as is their right. In any case, you can still advise they take some time off for stress. If you are experiencing stress, it is important to seek professional help, such as consulting a GP, who can provide advice on managing stress and may refer you for therapy.
How much time off for stress can an employee take?
Much like when someone should go on stress leave, there’s also no specific, maximum amount of time off that an employee is allowed to take. Each instance needs to be treated on a case-by-case basis, taking the employee’s individual circumstances into account. Non-working days, such as weekends, are included when calculating the total duration of stress-related absences.
However, once an employee is off for more than 7 days, they’re required to provide a fit note (sick note) from their doctor, when they return to work. For prolonged absences, employers have a responsibility to support employee wellbeing, which includes respecting the medical advice outlined in the fit note and implementing any suggested adjustments to help the employee return to work. For periods of less than 7 days, the employee can self-certify their sickness absence.
Do employees get statutory sick pay for time off with stress?
In short, yes they do, but how much and for how long depends on the situation and your company’s sickness absence policy. At the very least, an employee will receive statutory sick pay, which is the statutory minimum legal requirement, during their time off. Alternatively, if you have your own sick pay scheme (also known as an occupational scheme or contractual sick pay), the employee could be paid through that. Occupational sick pay may offer full or partial pay for a set period, as detailed in employment contracts.
Stress leave is treated the same as any other illness-related absence in terms of sick pay entitlements.
You might also have a situation where you advise (or prescribe) some time off for stress and take it out of their annual leave allowance. This is especially likely when the employee has a lot of their holiday allowance left – and a lack of time off could be responsible for their current level of stress. What’s more, while we’re on the subject, staff still accrue annual leave when they’re on stress leave.
Employees are entitled to Statutory Sick Pay (SSP) if they are off work due to stress for more than four consecutive days. To qualify for SSP, employees must earn an average of at least £123 per week and notify their employer of their illness within the specified timeframe. Employers are legally obliged to pay a minimum of £89.35 per week for Statutory Sick Pay for a maximum of 28 weeks.
It’s a great idea to make sure the details of how employees are paid while off with stress are covered in their employment contracts, as well as your absence policy.
In some cases, a lump sum financial package may be offered as part of a settlement agreement, especially in cases involving stress-related disputes.
Can you sack someone when they're off with stress?
As with any type of sickness absence, you have the right to dismiss an employee if they’re no longer able to perform their job. However, it’s essential to follow a fair process, including thoroughly investigating the reasons for the stress-related absence, reviewing the employee’s job description to understand their role and expectations, and giving the employee an unbiased opportunity to respond and be supported. If the process is not followed correctly, there is a significant risk of a future tribunal claim, such as for unfair dismissal or constructive dismissal.
Mutual termination agreements, sometimes involving a lump sum financial package, can also be used to resolve disputes and avoid further legal claims.
We go into greater detail on the correct process in our post on sacking employees who are off sick.
Employers must keep details of employee health and leave confidential by law.
Returning to work after being off with stress: reasonable adjustments
Once the employee is ready to come back to work, it’s best to do all you can to make their return as easy and stress-free as possible. Supporting the employee’s return is crucial—procedures like return-to-work interviews and phased returns help ensure a smooth transition. The employer’s responsibilities include providing support, making reasonable adjustments, and facilitating a smooth return to work. Depending on the situation, and the severity of their stress, you could implement a ‘phased’ return, whereby the employee comes back in stages. This could involve working remotely or part-time for a short time before they resume their normal routine. Under the Equality Act, employers have legal obligations to consider reasonable adjustments for employees with mental impairments, such as stress-related conditions. Occupational health professionals can be involved to assess the employee’s condition and recommend suitable adjustments. In addition, conducting a stress risk assessment helps identify and address workplace stressors that may have contributed to the absence. Employers should also manage work related stress by establishing clear policies, offering support programs like Employee Assistance Programmes (EAPs), and using assessment tools to monitor stress levels.
Also, you should ask the employee if any adjustments could be made to make their working life easier. Practical solutions, such as mindfulness training and flexible work arrangements, can support employee wellbeing and help prevent future stress. Long term stress can have serious health impacts, so ongoing support is essential. Regular check-ins with employees during and after their absence help maintain communication and support. Providing access to resources such as counselling services or EAPs, along with effective leave management, is important for employees on stress leave. Encouraging regular mental health days allows for cognitive recovery, helping the brain recover from work stressors and exit fight-or-flight mode. Chronic stress negatively impacts cognitive function, reducing memory, focus, and decision-making abilities. Poor mental health costs UK employers about £56 billion annually, and mental health-related productivity loss and turnover cost the global economy approximately $1 trillion each year. For every £1 invested in employee wellness, employers typically see a £3 return.
Lastly, but perhaps most importantly, you should try and best understand what caused your employee to take time off with stress in the first place. This can only happen if the employee is willing to talk – and is honest about the reasons, which many employees may not be comfortable with. However, if an employee opens up about the causes of their stress, you could learn information that enables you to make the workplace less stressful for everyone. It’s important to distinguish between normal pressures and excessive stress, and employers have a duty to address work stress when it becomes apparent.
Preventing stress in the workplace
Preventing stress in the workplace requires a proactive and holistic approach. One of the most effective strategies is to conduct regular stress risk assessments to identify potential sources of workplace stress and address them before they escalate. Providing mental health support, such as access to employee assistance programmes (EAPs), can give employees confidential help with stress related and mental health issues, as well as practical advice for managing work related stress.
Promoting a healthy work life balance is also essential. Employers can encourage employees to take regular breaks, use their annual leave, and maintain boundaries between work and free time. Offering flexible or reduced hours, where possible, can help employees manage stress and avoid long term sickness or extended absences.
Training sessions on stress management and mental wellbeing can equip both managers and staff with the tools to recognise and address stress early. Encouraging open communication about stress and mental health helps to reduce stigma and ensures employees feel supported.
Employers should also be familiar with the eligibility criteria for statutory sick pay (SSP) and occupational sick pay, and have clear policies in place for managing stress related absence. This includes procedures for obtaining a fit note, conducting return-to-work interviews, and providing further support as needed. By taking these steps, employers can reduce stress related absence, support employee wellbeing, and foster a positive, resilient workplace culture.
