How to Record a Stress at Work Video for Your Health and Safety System

Why Record a Stress at Work Video?

Work-related stress affects employee health, productivity, and wellbeing. It is not simply an individual problem—it is an organisational issue that requires a systematic approach to identify, assess, and control. The Management of Health and Safety at Work Regulations 1999 (as amended in 2003 and 2006) places a legal duty on employers to assess and control the risks arising from work-related stress.

A video recording provides several advantages over written policies alone. It allows you to explain the important distinction between pressure and stress in a way that resonates with employees. It demonstrates your organisation's commitment to mental health and wellbeing. It ensures consistent messaging across all departments and locations. And it creates a permanent training resource that can be revisited whenever needed.

By recording a stress at work video, you help employees understand what stress actually is, recognise the signs in themselves and their colleagues, know exactly what to do if they suspect someone is struggling, and access the confidential support services available to them.

Step 1: Set the Scene and Context

Opening Your Video

Begin by establishing why work-related stress matters and what regulations apply. Your opening should create a supportive tone while making clear that managing stress is a serious organisational responsibility.

Sample opening script:

"Welcome to our stress at work training. In this video, we'll explain what work-related stress is, how it differs from normal pressure, and what we do as an organisation to protect everyone's mental health and wellbeing.

Work-related stress is recognised as an organisational issue—not simply an individual weakness or failure to cope. Under the Management of Health and Safety at Work Regulations 1999, we have a legal duty to assess and control the risks arising from work-related stress.

Our approach follows the HSE guidance HSG218, 'Tackling work-related stress,' which provides a framework for identifying stressors, consulting with employees, and implementing effective controls.

By the end of this video, you'll understand what stress is, how to recognise the signs, and exactly what to do if you or a colleague needs support."

Explaining the Regulatory Framework

Briefly explain the legal requirements so employees understand this is not optional. Keep this section concise—employees need to know regulations exist, not memorise them.

Talking points:

• The Management of Health and Safety at Work Regulations 1999 requires employers to assess all risks to health, including risks from work-related stress
• The regulations were amended in 2003 and 2006 to strengthen these requirements
• HSE guidance HSG218 provides the framework we follow for tackling work-related stress
• Responsible Persons are identified on the House Responsibility Chart and are accountable for implementing our stress management arrangements

Step 2: Plan What to Record vs Write

Content That Works Best on Video

Stress is a topic where tone and delivery matter enormously. Video allows you to communicate empathy and openness in ways that written policies cannot. Prioritise these elements for your video:

Record on video:

• The HSE definition of stress and the distinction between pressure and stress
• Examples of what stressors might look like in your workplace
• How employees can recognise signs of stress in themselves
• How to spot signs that a colleague might be struggling
• What to do if someone needs support—the exact steps to take
• An overview of confidential counselling and support services
• A message from leadership demonstrating commitment to the policy
• Reassurance that seeking help is encouraged and supported

Document in writing:

• The full stress policy with all procedural details
• Contact details for counselling services and occupational health
• The stress risk assessment methodology and findings
• Management training requirements and schedules
• Escalation procedures and reporting mechanisms
• Review dates and policy update history

Structuring Your Recording

Plan your video to flow naturally from understanding stress through to taking action. A logical structure might be:

1. What is stress? (The HSE definition)
2. Pressure versus stress (The important distinction)
3. Common workplace stressors
4. Recognising signs of stress
5. What to do if you're struggling
6. Supporting a colleague
7. Confidential support services
8. Management responsibilities
9. How we monitor and improve

Step 3: Explain the Core Rules and Requirements

The HSE Definition of Stress

This is fundamental—employees must understand what stress actually is before they can identify or address it. Read the definition clearly and explain what it means in practical terms.

Sample script:

"Let's start with the official definition. The Health and Safety Executive defines stress as:

'The adverse reaction people have to excessive pressure or other types of demand placed on them. It arises when they worry that they can't cope.'

This definition is important because it highlights several key points.

First, stress is a reaction—it's the body's response to demands placed upon it. Different people react differently to the same pressures, which is why stress management must be tailored to individuals.

Second, stress arises from excessive pressure or demands. Some pressure can be positive and motivating. It becomes problematic when the pressure exceeds what someone can reasonably handle.

Third, stress involves worry about coping. When people feel they cannot meet the demands placed on them, that's when stress takes hold."

The Distinction Between Pressure and Stress

This is a crucial point that many employees misunderstand. Explain that pressure itself is not the problem—it becomes stress when it exceeds someone's ability to cope.

Talking points:

• Pressure can be a positive state if managed correctly—it helps us meet deadlines and perform at our best
• Stress is different—it occurs when pressure becomes excessive or prolonged
• Stress is detrimental to health and cannot simply be pushed through
• The goal is not to eliminate all pressure, but to ensure pressure stays within manageable levels
• What feels manageable varies between individuals and can change over time

Responsible Persons and Their Duties

Explain who is responsible for managing work-related stress in your organisation and what their duties involve.

Sample script:

"Responsible Persons identified on our House Responsibility Chart are accountable for implementing our safety arrangements to manage stress in the workplace.

Their responsibilities include:

Considering and managing the issue of work-related stress across their areas. This means being aware of workload pressures, watching for signs of stress, and taking action when needed.

Conducting stress assessments to identify workplace stressors and provide suitable strategies to eliminate or minimise the risk of stress amongst the workforce.

Ensuring our stress policy is adopted by all departments of the business and followed consistently.

Consulting with employees on all issues around the development and implementation of our stress policy.

Monitoring and reviewing our stress policy and risk assessment to ensure they remain fit for purpose and in line with our business undertakings and values."

Management Training Requirements

Explain that designated members of the management team receive specific training to help them identify and manage stress.

Talking points:

• Training covers stress risk assessment—how to identify and evaluate stressors
• Training includes stress awareness—understanding what stress looks like and how it affects people
• Mental health first aid training teaches ways to identify and manage stress in the workplace
• This training helps managers spot early warning signs and intervene appropriately
• Trained managers can signpost employees to appropriate support services

Staff Training on the Stress Policy

All staff receive training on the stress policy so they know what to do.

Sample script:

"Following the successful implementation of our stress policy, all staff receive training so that everyone knows what to do if they suspect they, or a colleague, are suffering from stress.

This training covers:

What stress is and how to recognise it The difference between healthy pressure and harmful stress Signs to watch for in yourself Signs to watch for in colleagues Exactly what steps to take if you need support How to approach a colleague you're concerned about What confidential support services are available That seeking help is encouraged and will be treated with sensitivity"

Step 4: Demonstrate or Walk Through the Process

Stress Risk Assessment

Walk through how your organisation identifies and addresses workplace stressors. This helps employees understand that stress management is systematic, not reactive.

Sample script:

"We conduct stress assessments to identify workplace stressors and provide suitable strategies to eliminate or minimise the risk of stress amongst our workforce.

A stress risk assessment involves:

Identifying potential stressors in the workplace. These might include workload, deadlines, relationships with colleagues, lack of control over work, unclear expectations, or poor communication.

Evaluating who might be affected and how. Different roles may face different pressures, and individuals may be more vulnerable at certain times.

Determining what controls are needed. This might involve redistributing workload, improving communication, providing additional resources, or changing how work is organised.

Implementing those controls and checking they work. Controls are only effective if they actually reduce stress levels.

Reviewing regularly to ensure our approach remains effective as the business changes."

Employee Consultation

Explain how employees are involved in developing and refining the stress policy.

Talking points:

• We consult with employees on all issues around our stress policy
• This consultation happens during policy development—your input shapes the policy
• Consultation continues as we review and update our approach
• Employee feedback helps us identify stressors we might otherwise miss
• You can raise concerns through your manager, HR, or employee representatives
• Anonymous feedback mechanisms may also be available

Confidential Support Services

Clearly explain what support is available and how to access it. This is one of the most important sections of your video.

Sample script:

"We provide arrangements for confidential counselling or occupational health services and support.

If you're experiencing stress, you don't have to handle it alone. Our confidential support includes:

[Describe your specific services—for example:]

A confidential employee assistance programme that provides free counselling services. You can contact them directly without going through your manager.

Access to occupational health services if stress is affecting your ability to work or your physical health.

Mental health first aiders within the organisation who can provide immediate support and signposting.

Regular one-to-one meetings with your manager where you can raise concerns in confidence.

The key word is confidential. Seeking help will not be held against you. It will not affect your career progression. We want people to come forward early, before stress becomes severe."

What to Do If You're Struggling

Provide clear, practical steps for employees who are experiencing stress.

Talking points:

• Recognise the signs—changes in sleep, appetite, mood, concentration, or physical symptoms
• Don't ignore the signs or assume they'll pass on their own
• Talk to someone—your manager, HR, a mental health first aider, or the employee assistance programme
• Be honest about what you're experiencing and what might help
• Accept support that's offered—it's there to help you
• Remember that stress is treatable, especially when addressed early
• Know that seeking help shows self-awareness, not weakness

Supporting a Concerned Colleague

Employees may notice a colleague struggling before that person seeks help themselves. Explain how to approach this sensitively.

Sample script:

"You might notice changes in a colleague before they recognise the signs themselves. If you're concerned about someone, here's what to do:

Choose an appropriate time and private place to talk. Don't raise concerns in front of others.

Express your concern without judgement. You might say something like, 'I've noticed you seem a bit stressed lately, and I wanted to check if you're okay.'

Listen without trying to fix everything. Sometimes people just need to be heard.

Don't make assumptions about what's causing the stress or what the solution should be.

Signpost them to support services. Let them know about the employee assistance programme and other resources.

Respect their privacy. Don't discuss your conversation with other colleagues.

Follow up later to show you care, but don't pressure them to share more than they're comfortable with.

If you're seriously concerned about someone's immediate safety, escalate to a manager or HR without delay."

Step 5: Highlight Common Mistakes

Mistake 1: Confusing Pressure with Stress

Signs this is happening:

• Employees push through obvious stress symptoms because they see pressure as normal
• Managers dismiss stress concerns as "just part of the job"
• High-pressure periods continue indefinitely with no recovery time
• Staff feel guilty for not being able to handle the same workload as before
• The phrase "everyone's busy" is used to minimise legitimate concerns

How to avoid it:

Educate everyone on the distinction. Pressure becomes stress when it exceeds someone's ability to cope. Watch for signs that pressure has crossed that line—reduced performance, increased absence, mood changes, physical symptoms. Build recovery time into busy periods. Never dismiss concerns because the work pressure is shared by others.

Mistake 2: Treating Stress as an Individual Weakness

Signs this is happening:

• Employees who report stress are seen as unable to cope
• Support is offered as "help for struggling employees" rather than a normal resource
• Stress discussions focus on individual resilience rather than workplace factors
• Staff hide stress symptoms for fear of career consequences
• Management training focuses on identifying "problem employees"

How to avoid it:

Frame stress as an organisational issue, not an individual failing. Stress risk assessment should focus on workplace factors—workload, control, support, relationships, role clarity, change management. Make support services a normal part of working life, not a last resort for people who can't cope. Celebrate when people access support early.

Mistake 3: Waiting for Stress to Become Severe Before Acting

Signs this is happening:

• Support services are only accessed when employees are in crisis
• Managers only intervene when performance has significantly declined
• Absence due to stress increases before the organisation takes action
• Early warning signs are ignored or attributed to other causes
• The focus is on managing absence rather than preventing stress

How to avoid it:

Build regular check-ins into management practice. Train managers to spot early warning signs. Normalise conversations about workload and pressure before they become problems. Review absence patterns and exit interviews for stress indicators. Act on risk assessment findings before they cause harm.

Mistake 4: Failing to Consult Employees on the Stress Policy

Signs this is happening:

• The stress policy was developed by HR or management alone
• Employees don't know what the stress policy says
• Feedback mechanisms exist but are rarely used
• The policy doesn't reflect the actual stressors in the workplace
• Staff feel the policy is a tick-box exercise rather than genuine support

How to avoid it:

Involve employees at every stage of policy development and review. Use surveys, focus groups, or team discussions to understand what stressors exist. Act visibly on feedback so employees know their input matters. Review the policy regularly with employee involvement. Communicate changes and explain why they were made.

Mistake 5: Managers Not Receiving Adequate Training

Signs this is happening:

• Managers feel uncomfortable discussing stress with their teams
• Stress concerns are immediately escalated to HR rather than addressed locally
• Managers don't know how to conduct stress risk assessments
• Mental health first aid skills are concentrated in a few individuals
• Line managers see stress management as "not their job"

How to avoid it:

Provide designated managers with training on stress risk assessment, stress awareness, and mental health first aid. Ensure training teaches practical skills—how to have conversations, how to spot signs, how to signpost support. Refresh training regularly. Make stress management an explicit part of management responsibilities.

Mistake 6: Poor Communication About Available Support

Signs this is happening:

• Employees don't know what support services exist
• Information about the employee assistance programme is buried in handbooks
• Staff don't know who mental health first aiders are
• Support services are mentioned at induction but never again
• Employees are unsure whether services are truly confidential

How to avoid it:

Communicate support services regularly, not just at induction. Display information prominently in break areas and on internal systems. Introduce mental health first aiders so staff know who they are. Reinforce that services are confidential and using them carries no stigma. Include support information in team meetings and company communications.

Mistake 7: Inconsistent Policy Implementation Across Departments

Signs this is happening:

• Some teams have supportive stress management while others don't
• Workload distribution varies dramatically between departments
• Some managers prioritise employee wellbeing while others prioritise output only
• Staff request transfers to "better" departments for wellbeing reasons
• The stress policy exists but isn't followed uniformly

How to avoid it:

Ensure the stress policy is adopted by all departments and followed consistently. Include stress management in manager objectives and performance reviews. Monitor implementation across departments and address inconsistencies. Share good practice between teams. Hold managers accountable for creating supportive environments.

Mistake 8: Not Monitoring and Reviewing the Approach

Signs this is happening:

• The stress policy hasn't been updated in years
• Risk assessments are done once and filed away
• No one tracks whether stress levels are improving or worsening
• Changes in the business haven't triggered stress assessment reviews
• Staff feedback suggests the approach isn't working but nothing changes

How to avoid it:

Monitor and review your stress policy and risk assessment regularly. Track relevant metrics—absence rates, employee survey results, support service usage. Review when the business changes—new systems, restructures, increased workload. Act on findings and communicate what's being done. Ensure the approach remains fit for purpose and aligned with business values.

Mistake 9: Breaching Confidentiality

Signs this is happening:

• Employees don't trust that seeking help is confidential
• Managers share information about who has accessed support services
• Stress-related conversations are discussed inappropriately
• Staff have experienced or heard about confidentiality breaches
• People avoid support services because they fear others will find out

How to avoid it:

Protect confidentiality absolutely. Train everyone involved in stress support on confidentiality requirements. Only share information on a need-to-know basis with explicit consent. Investigate any reported breaches seriously. Build trust through consistent confidential practice over time.

Mistake 10: Failing to Address Workplace Stressors

Signs this is happening:

• Support services are well-used but stress levels remain high
• The same stressors appear repeatedly in risk assessments
• Individual employees recover only to become stressed again
• The focus is entirely on supporting individuals rather than changing conditions
• Root causes of stress are known but not addressed

How to avoid it:

Use stress risk assessment findings to eliminate or minimise workplace stressors. Don't rely solely on support services—fix the underlying problems. Prioritise changes that will reduce stress at source. Track whether interventions actually reduce stress levels. Remember that supporting stressed individuals is necessary but not sufficient.

Step 6: Summarise the Key Takeaways

Closing Your Video

End with a clear summary that reinforces the key messages and encourages employees to engage with the stress policy.

Sample closing script:

"Let's summarise the key points from this training.

Work-related stress is an organisational issue, not an individual weakness. The Management of Health and Safety at Work Regulations 1999 requires us to assess and control the risks.

Stress is the adverse reaction people have when they feel they cannot cope with the demands placed on them. It's different from healthy pressure, which can be positive if managed correctly.

We follow HSE guidance HSG218 to tackle work-related stress systematically. This includes:

Designated managers receive training on stress risk assessment, stress awareness, and mental health first aid so they can identify and support employees effectively.

We conduct stress assessments to identify workplace stressors and implement strategies to eliminate or minimise the risk of stress.

We consult with employees on all aspects of our stress policy—your input matters.

We provide arrangements for confidential counselling and occupational health services. These services are genuinely confidential and using them will not affect your career.

All staff receive training so everyone knows what to do if they suspect they or a colleague is suffering from stress.

We monitor and review our approach regularly to ensure it remains effective.

If you're experiencing stress, please reach out. Talk to your manager, contact our employee assistance programme, or speak to a mental health first aider. The earlier we can support you, the better the outcome.

If you're concerned about a colleague, don't ignore it. A simple conversation could make a real difference.

Thank you for watching, and thank you for your commitment to a healthy workplace."

Final Checklist

Before finalising your video, confirm you have covered:

• The HSE definition of stress
• The distinction between pressure and stress
• The regulatory framework (Management of H&S at Work Regulations 1999)
• Responsible Persons and their accountabilities
• Management training requirements (stress risk assessment, stress awareness, mental health first aid)
• Stress risk assessment process
• Employee consultation on the stress policy
• Confidential support services available
• Staff training on the stress policy
• What to do if experiencing stress
• How to support a concerned colleague
• Monitoring and review arrangements
• A supportive, non-judgemental tone throughout

Additional Recording Tips

Setting the Right Tone

Stress is a sensitive topic. Your video should feel supportive and open, not clinical or bureaucratic. Avoid language that might make employees feel weak for experiencing stress. Emphasise that seeking help is encouraged and respected.

Choosing Appropriate Presenters

Consider who delivers different sections. A senior leader demonstrates organisational commitment. HR or wellbeing specialists add credibility to support information. Trained mental health first aiders can speak authentically about their role. Multiple voices can make the video more engaging.

Handling Personal Disclosures

If using testimonials or examples, ensure full consent and consider whether real stories are appropriate. It may be better to use hypothetical examples or anonymous scenarios to avoid putting individuals in difficult positions.

Making It Accessible

Ensure the video is accessible to all employees. Use clear language, provide captions, and consider different learning styles. Make the video available in formats that work for your workforce—mobile access may be important for some roles.

Conclusion

A well-produced stress at work video helps communicate your commitment to employee wellbeing and ensures everyone understands their role in managing work-related stress. By covering the HSE definition of stress, the distinction between pressure and stress, management training, stress risk assessment, employee consultation, confidential support services, and ongoing monitoring, you create a comprehensive training resource that supports a healthy workplace.

Remember that the video is part of a broader approach. It should be supported by a written policy, accessible support services, trained managers, regular risk assessment, and genuine organisational commitment to addressing workplace stressors. When all these elements work together, you create an environment where stress is managed proactively and employees feel supported.

Your stress at work video, combined with consistent implementation of your stress policy, demonstrates compliance with the Management of Health and Safety at Work Regulations 1999 and—more importantly—shows your employees that their mental health and wellbeing genuinely matter.