Ridwaan Omar, a Partner and Head of Regulatory at Forbes Solicitors, looks at the challenges of managing work-related stress in the care sector and why a fresh, risk-based approach is required.
Analysis of government and Health and Safety Executive (HSE), data reveals a concerning link between staff training and work-related stress. The government’s latest Employer Skills Survey (published 24 July 2025) shows that employers in education, health and social work, and public administration are the most likely in the UK to have provided staff with training.
According to the Survey, 59% of UK employers in 2024 had funded or arranged training during the previous 12 months. The figure was significantly higher in health and social work, standing at 83%, while 88% of employers in the education sector and 77% in public administration had provided training.
The concerning trend is that these three sectors are experiencing the UK’s highest rates of work-related stress, depression or anxiety. HSE data shows above-average numbers of workers in these sectors are reporting health issues caused by undue pressures and demands placed on them at work. In human health and social work, the rate of workers reporting work-related stress, depression or anxiety is 2.8% per 100,000 workers, which is higher than the average of 2% across all industries.
Work-related stress in the care sector can be caused by several different factors. These typically include staff shortages, high workloads and time-pressures, emotional trauma, equipment and facilities problems, budget constraints and managing challenging relationships. A lack of training can also contribute to work-related stress. However, as the data shows, the provision of training may also be contributing to the pressures facing care staff. And, with training often viewed as a solution for supporting employees, it could be doing more harm than good.
Training requirements can add to workload pressures, inadvertently leaving staff with less time to do their job. In the care sector, the emotional demands of training may risk cognitive and emotional overload, because training topics cover difficult and distressing care scenarios. Inadequate training can also fail to provide care staff with the skills and confidence required to handle challenging situations, causing a risk of heightened anxiety and fear of making mistakes.
Training plays an important role in managing and reducing work-related stress but must be grounded in a thorough stress risk assessment and supported by an organisational culture that prioritises stress management. A best-practice stress risk assessment typically follows the HSE’s six management standards: demands, control, support, relationships, role and change. Each covers a key area of work, which if not properly managed, can risk poor health. For example, ‘demands’ considers workload pressures and conditions, while ‘relationships’ focuses on avoiding conflict and dealing with difficult behaviour.
Using these six standards can help to identify stress triggers and create understanding of how staff are affected. It offers a clear view of what support is already in place and how well it’s working. From this, organisations can develop targeted, bespoke training that provides practical tools and techniques, designed with staff input to ensure that programmes and sessions alleviate stress, rather than adding to the burden.
Training alone isn’t enough. A stress risk assessment can also highlight opportunities to change operational practices to prevent stress from arising. This might include adjusting shift patterns and flexible working, improving channels for staff to report concerns, reviewing workplace culture to eliminate blame and fear of failure, and providing ongoing well-being support.
A robust stress risk assessment can identify pressure points and the actions needed to prevent work-related stress and prevent it from escalating. For care organisations, this isn’t just good practice – it can support their legal duty under the Health and Safety at Work etc. Act 1974 to protect employees from work-related stress and mental health risks. It can also strengthen care quality by reducing burnout and reducing resourcing shortages caused by poor health.
Ridwaan Omar, Partner and Head of Regulatory, Forbes Solicitors