Work-related stress is not a buzzword. It is a problem that affects both organisations and employees – in terms of health, productivity and hard cash.
How big is the problem?
In the Netherlands, 1 in 5 employees experiences burnout symptoms (1). Younger employees (25–34 years) score particularly high. Absenteeism due to illness remains high: in the second quarter of 2025 it was 5.2% (2). This means that out of every 1,000 working days, 52 are lost. These are not isolated figures, but signals that workload is structurally high and that many people struggling to coop.
The costs for employers
Work-related stress is not only a health risk, but also a financial burden. In 2023, employers paid €8.3 billion in continued wage payments for work-related absence. Of this, €4.9 billion was due to psychosocial work pressure – an umbrella term for stress factors such as high workload, unwanted behaviour and conflicts (3). It is also a key theme in the Dutch Working Conditions Act (Arbowet), as it is one of the main causes of long-term absence.
On average, an employee who drops out due to work pressure costs €13,500 (4). And psychological complaints last the longest: an average of 63 work days of absence. This is not only a cost item, but also a loss of knowledge, continuity and team dynamics.
What does it cost employees?
For employees, it is not just a matter of money. During illness, you are entitled to at least 70% of your salary, for up to 104 weeks (5). In the first year, at least the minimum wage applies. Many collective labour agreements offer more, but not always. But beyond income, something else matters: long-term absence often creates a sense of powerlessness. You want to work, but you cannot. Work-related stress also occupies people outside working hours: worrying, poor sleep, less energy for family and friends. It affects not just your work, but your entire life.
Where does work-related stress come from?
The main causes:
- Unclear priorities: everything seems urgent, leaving everyone constantly firefighting.
- A sense of high task demands and little control: many people feel they have too much to do and too little influence over how they organise their work.
- Misconduct in the workplace or conflicts: social friction increases stress.
This is often about perception: the feeling of not having control makes work pressure even harder. The good news? You can influence that feeling, for example through better priorities, structure and collaboration – skills you can learn.
What helps against work-related stress?
Good news: organisations can reduce work pressure. Building blocks for policies that help structurally reduce stress and increase job satisfaction:
- Clear priorities and planning: schedule weekly focus moments to clarify what really matters.
- Team agreements on availability: reduce noise and create calm through clear agreements on when you will or will not respond.
- Monitoring of workload: conduct short checks per sprint, week or month to make timely adjustments.
- A safe feedback culture: discuss conflicts and bottlenecks before they escalate.
- More autonomy: give employees room to organise their own work and make choices.
- Leadership that recognises stress signals: managers must be alert to signs of overload and intervene promptly.
These measures not only reduce stress, but also increase job satisfaction and engagement. Many of these areas require knowledge and skills that don’t come naturally. Think of learning to set priorities, organise more effectively and collaborate more effectively. You can offer training for these, so employees not only know what needs to be done but also how to do it in practice. This way, you turn policy from just a document into daily practice.
Prevention pays off: less stress means less absenteeism, lower costs and a stronger organisational culture.
Conclusion
Work-related stress is not an inevitable by-product of ambition. With clear agreements, policies and practical skills, you can make a difference. Combine policy with targeted training so employees not only know what needs to be done, but also how to do it. This creates an organisation where people work healthily, productively and enjoyably.
Prevention is better than cure – and that also applies to work-related stress. By investing in prevention and development now, you not only save costs, but also build a culture where people thrive.
It really can: working without constant stress, being productive and relaxed. With the right approach, a healthy balance is achievable. Employers play a key role in this by providing space for structure, priorities and development – and this is achievable with the right support.
With the right choices and support, a healthy, productive and relaxed work environment is within reach.
