How to manage stress and burnout in the tech sector

Stress and burnout at work is becoming an increasingly spoken about topic, particularly in high pressure roles and sectors such as cyber security professionals within the tech sector. How can employers help to prevent their employees from experiencing it?

What is stress and burnout?

There is no doubt that employee stress levels have risen as the demands of the workplace have increased. Indeed, Mental Health UK conducted a poll of 2,060 working adults in the UK and published their results and research in their Burnout Report 2024. The alarming figures highlight how stress and burnout is extremely common with 24% of participants stating how they felt ‘unable to manage stress and pressure in the workplace’. Additionally, the report also found that 20% of working adults needed to take time off work due to poor mental health which had been caused by pressure or stress in the past year.

The Health & Safety Executive defines stress as "the adverse reaction people have to excessive pressures or other types of demand placed on them" at work. The World Health Organisation (WHO), define work-related stress in a similar way, suggesting that it is "the response people may have when presented with work demands and pressures that are not matched to their knowledge and abilities and which challenge their ability to cope."

Whilst everyone will experience pressure at work to some level, where it is excessive or prolonged it can result in stress and cause illness, from mental health conditions such as anxiety and depression to physical health problems like heart disease. It can also lead to burnout. WHO defines burnout as a condition resulting from chronic workplace stress that has not been successfully managed. They have categorised burnout into the following three categories:

• Feelings of energy depletion or exhaustion;
• Increased mental distance from one’s job, or feelings of negativism or cynicism related to one’s job; and
• Reduced professional efficacy.

How does stress and burnout impact the tech sector?

High pressure roles are particularly vulnerable to stress and burnout. For example, cyber teams are facing increasing pressure dealing with daily behind the scenes attacks and are forced into the spotlight when things go wrong and a cyber attack takes place. A government survey, The Cyber Security Breaches Survey 2024, published how it is estimated that UK businesses have experienced 7.78 million cybercrimes of all types and approximately 116,000 non-phishing cybercrimes in the last 12 months highlighting the scale of the problem facing cyber teams.

This aligns with the findings of focus groups and leading organisations within the sector, such as techUK who have explored the impact of stressful work situations and environments on the mental health of cyber security professionals.

What can employees and employers do to better manage stress in the workplace?

TechUK have offered some practical advice for employees to help with the feeling of stress and burnout including practising mindfulness or meditation. Additionally, physical exercise can be beneficial for individuals seeking to avoid the symptoms of stress and burnout.

It is, however, also important for employers take steps to prevent stress and burnout. These could include:

• Undertaking a risk assessment to identify potential health and safety risks that employees are exposed to at work, including the risk of stress and burnout and implementing measures to avoid those risks;
• Ensuring employees are adequately trained to perform their role and supported in carrying out their duties;
• Promoting good mental health for all employees and outlining the support available for those who may need it, for instance through a stress and wellbeing policy;
• Developing mental health awareness amongst employees and encouraging open conversations about mental health;
• Training managers on the signs to look out for that could indicate an employee is under stress, such as absenteeism, uncharacteristic errors, loss of motivation and undue sensitivity and how to offer support where they identify signs of stress;
• Promoting effective people management so employees are having regular conversations about their health with their line manager;

Providing good working conditions and promoting a healthy work life balance. In particular, senior leadership teams should lead by example, by encouraging their teams to take breaks and holidays and not to take work home - senior leadership teams have a responsibility to model the correct behaviour to their colleagues.

Having measures like the above in place however will only be effective if employees are aware of them – the Burnout Report highlighted that only 29% of participants knew what plans their employers had in place. This awareness and recognition is vital to break down the stigma that surrounds stress and burnout and to create a working environment where employees are supported and able to ask for help when needed. This in turn will benefit employers, in reduced levels of absenteeism and a reduced risk of claims.