Seeing the full picture
How employers can identify and help address their employees’ stress
Last updated April 21, 2026
Reviewed by
Just like your business is dependent on multiple areas functioning optimally together, it’s the same when it comes to the emotional, physical, and financial health of your employees.
Guardian Edge is your resource for the latest insights on workplace trends
An estimated 1 million workers are absent every day because of stress.1 The resulting low employee morale combined with high turnover makes workforce well-being a worthwhile concern for organizations to spend some time and resources addressing.
According to Guardian’s report, Thriving or Surviving: What’s behind the worsening US mental health crisis, workers’ satisfaction with respect to their well-being resources is startlingly low. Just 29% of workers reporting that their employer’s benefits program positively impacts their health and well-being.2 However, 46% of employers believe their efforts at improving mental wellness have been successful — revealing a disconnect.3
Health and wellness are complex and interdependent for every person. For organizations seeking to support their workforce, there are some proactive steps to take to help address employees’ complex, interconnected well-being challenges.
When stress rises, work suffers
For many, stress is no longer an occasional spike — it can be a part of everyday life. More than half of U.S. adults report elevated stress levels in the last year.4
That stress can have carryover into the workplace and vice versa. Only 34% of workers say they maintain a good work/life balance.5 The share of workers who say they experience work burnout increased 33% since 2023.6 And about a quarter of workers (24%) say they’ve experienced increased anxiety, depression, or other mental health needs in the past two years.7
This matters for employers because stressed people can’t just “push through” continually. Stress changes how people show up — how well they focus, how well they communicate, and how much energy they have left at the end of the day to manage the other meaningful components of life outside of the workplace, such as caregiving, hobbies, and health. When leaders understand this dynamic, they can move from guessing to supporting — and from checking boxes to making real progress.
Work-life balance is a common source of stress
Stress at work can often come from what happens at work — workload, culture, unclear expectations, lack of flexibility, and benefits that don’t match real needs.
But stress also comes from what workers carry into work. Financial strain is a major example. In Guardian’s research, 48% of workers say money and finances are their top source of stress.8 Four in 10 workers say they’re living paycheck to paycheck.9 And nearly half of workers (46%) say they would face financial hardship if they didn’t have the benefits they get through work.10
Caregiving can intensify stress, too. Among caregivers who don’t have the option to work remotely, 52% report poor mental health.11 Among caregivers who can work remotely, that drops to 35%.12
Workforce well-being is how people feel and function across emotional health, physical health, and financial health — and how those areas affect performance, retention, and daily life.13 When organizations plan for well-being with that full picture in mind, they’re better able to reduce friction — and help people stay steady through tough seasons.
Why benefits can miss — even when well intentioned
Only 29% of workers say their employer’s benefits program positively impacts their health and well-being.14
At the same time, 46% of employers believe their efforts to improve mental wellness have been successful.15 That gap suggests a common problem: leaders may evaluate effort, while employees evaluate lived experience.
Measurement can be part of the issue, too. Seventeen percent of employers say they don’t measure the success of their mental and emotional health resources in improving stress and anxiety.16 Even among employers who do track outcomes, results are uneven — 28% say mental health programs and benefits have reduced absenteeism.17
The takeaway is simple: if you want benefits to work, you need to learn what workers actually need — and whether they can access and use the support you provide.
Look beyond deliverables
Deliverables matter, but they don’t tell the whole story.
If a manager only sees output, a manager may miss the signals underneath: rising stress, shrinking capacity, and a worker who is close to burning out. People don’t always say “I’m struggling” out loud. Sometimes they show it through changed behavior, missed deadlines, or pulling back in meetings.
That’s why “seeing the full picture” is practical and tactical for leaders. When you understand the real blockers, you can help remove them. When you understand what pressure looks like, you can prevent bigger problems later.
Recognize stress at work: Common signs to watch for
Stress can look different for different people. But there are patterns that show up often. Here are a few signs leaders commonly notice that help with winning the battle against burnout:
Changes in behavior (withdrawn, irritable, unusually quiet, or unusually reactive)
Less focus or follow‑through
More mistakes than usual
Increased absences or lateness
Visible fatigue or sharp mood shifts
Less participation in meetings or team communication
Tip: Don’t treat these as “performance problems” first. Treat them as signals first — then get curious.
Start here: Ask, teach, offer
You don’t need a perfect program to start supporting workforce well-being. You need consistent habits — and a clear path to help.
Ask — and listen like it matters
Workers are more likely to use benefits when they understand what’s available and feel safe speaking up. That starts with asking thoughtful questions in 1:1s and pulse surveys — and acting on what you learn.
Also remember — access isn’t equal. Mental health care can be hard to find and hard to afford. More than 2 in 5 Americans don’t seek help for anxiety, depression, or other mental health conditions because they can’t afford it.18 And there are an estimated 350 individuals for every one mental health provider in the U.S.19
Teach — equip managers to spot stress early
Managers often want to help, but they may not feel confident or comfortable doing it. Training can help leaders recognize stress, respond with empathy, and guide workers to resources without trying to “play therapist.”
Offer — make support easy to find and easier to use
Support works best when it’s simple:
Clear, plain‑language benefits education
A short “where to start” guide for mental health and financial support
Reminders at the right moments (open enrollment, life events, seasonal stress spikes)
And momentum is already building. In Guardian’s research, 71% of employers say addressing workers’ mental health is a very important priority.20 That’s encouraging — and it’s also a call to action to make sure priorities turn into outcomes workers can feel.
A practical takeaway: Start small, stay consistent
Supporting well-being is not about having one big initiative. It’s about building a culture where support is normal — and where people can get help before stress becomes a breaking point. A good first step is simple: Be mindful about the different types of stress that your people are carrying — then make it easier to access help that fits real life.
Stay at the forefront
Looking for more research, resources, and insights? Visit Guardian Edge to stay informed of the latest industry trends.