How to Support an Employee with Anxiety in the Workplace

Anxiety can affect how someone feels, thinks and works. An employee might become worried about making mistakes, find it difficult to concentrate or start avoiding situations they previously managed comfortably.

For a manager, it can be difficult to know what to say or do, particularly if an employee hasn't directly told you they're struggling.

Supporting someone with anxiety doesn't mean diagnosing them or trying to provide treatment. It means creating an opportunity to talk, listening to what they need and considering reasonable changes that could make work more manageable.

This guide explains what anxiety can look like at work and some practical ways managers can support an employee.

What can anxiety look like at work?

Everyone feels worried or stressed from time to time. A busy period, difficult meeting or approaching deadline can cause temporary stress without meaning someone has an anxiety disorder.

Anxiety can be more persistent and may affect someone's ability to manage everyday situations. At work, you might notice:

• Avoiding particular tasks, such as meetings, phone calls or public speaking
• Worrying excessively about performance, mistakes or what colleagues think
• Finding it difficult to concentrate or make decisions
• Becoming unusually quiet or withdrawing from colleagues
• Finding it difficult to attend certain meetings or events
• Physical symptoms such as a racing heart, muscle tension or feeling restless
• Taking more time off or changing their usual working patterns

These signs don't necessarily mean someone has an anxiety disorder. There may be many reasons for a change in someone's behaviour, so managers shouldn't try to work out what's wrong themselves.

What matters is noticing a change and, where appropriate, giving the employee an opportunity to talk.

How should a manager talk to an employee about anxiety?

You don't need to have a clinical conversation. Start with what you've noticed and give the employee space to explain what's happening.

For example, you could say:

“I've noticed you've seemed a little different recently. Is there anything you'd like to talk about or anything I can do to support you?”

Keep the conversation private and choose a time when you aren't likely to be interrupted.

Listen before suggesting solutions

An employee may already know what would make work easier. Ask open questions and let them decide how much they want to share.

You could ask:

• “Is there anything at work that's been particularly difficult?”
• “Are there any situations you're finding harder at the moment?”
• “Would any changes to your workload or working arrangements help?”
• “What would make things feel more manageable?”

You don't need to ask for a diagnosis or details about their personal life.

Let the employee set the pace

Some people will want to explain exactly what's happening. Others may only feel comfortable saying that they're struggling.

Respecting that boundary can help the conversation feel safer. You can still discuss what practical support might help without needing to know every detail.

What practical support can managers offer?

The right support will depend on the employee, their role and what's causing difficulty. Some changes may be temporary, while others may need to be reviewed over time.

Possible adjustments could include:

• Breaking larger pieces of work into smaller tasks
• Agreeing clear priorities where an employee is feeling overwhelmed
• Allowing more time for certain tasks or deadlines where appropriate
• Providing a quieter place to work if concentration is difficult
• Offering more flexibility around working hours or location
• Reducing unnecessary meetings or giving an employee more notice of them
• Agreeing regular check-ins without making them intrusive
• Adjusting particular duties that are causing difficulty

Mind gives phone calls as one example. If answering calls causes someone significant anxiety, an adjustment could include using voicemail to take messages or communicating by email where appropriate.

The important point is to discuss adjustments with the employee rather than assuming what they need.

What should managers avoid?

Well-intentioned support can sometimes make things harder. Managers should avoid:

Trying to diagnose the employee

You don't need to decide whether someone has an anxiety disorder. Focus on what they're experiencing at work and what support might help.

Minimising what they're experiencing

Comments such as “everyone gets stressed” or “try not to worry” are unlikely to be useful. Anxiety can affect people differently, and something that seems manageable to one person may be much harder for someone else.

Monitoring too closely

Regular contact can be helpful, but repeatedly asking whether someone is feeling anxious or checking every task can increase pressure. Agree with the employee how often you'd like to check in and what kind of support they find useful.

Making promises about confidentiality you can't keep

Be clear about how information will be handled and who may need to know if further workplace or professional support is required.

Assuming one adjustment will solve everything

An employee's needs can change. Agree on a time to review any adjustments and make changes where appropriate.

Can anxiety be covered by the Equality Act 2010?

Anxiety can meet the definition of disability under the Equality Act 2010 if it is a physical or mental impairment that has a substantial and long-term adverse effect on the person's ability to carry out normal day-to-day activities. “Long-term” generally means the effect has lasted, or is expected to last, at least 12 months, although there are specific rules for recurring or fluctuating conditions.

Where the Equality Act applies, employers may have a legal duty to make reasonable adjustments if a disabled employee is placed at a substantial disadvantage because of their disability.

This doesn't mean every employee experiencing anxiety will automatically meet the legal definition of disability. If you're unsure about an employee's circumstances or your responsibilities, seek appropriate HR, occupational health or legal advice.

When should a manager signpost further support?

Managers don't need to provide treatment or become the employee's main source of support.

If anxiety is having a significant or ongoing effect on someone's work or wellbeing, it may be appropriate to discuss other sources of help. Depending on your organisation, this could include occupational health, an employee assistance programme, a GP or another appropriate healthcare professional.

The employee should be involved in deciding what support they want to access wherever possible.

For practical guidance on how employers can approach signposting and referrals, see our guide to How to Signpost Employee Health Support.

How can workplace health assessments support employee wellbeing?

Workplace health assessments can give employees an opportunity to reflect on different aspects of their health, including their mental wellbeing.

Bluecrest's Business Health assessments can include a mental wellbeing assessment covering areas such as anxiety, depression and mood, resilience and engagement. The Business Health Comprehensive package also includes a 30-minute consultation with an Emotional Wellbeing consultant, while Comprehensive and Executive include personalised Health and Wellbeing sessions.

These assessments aren't a way to diagnose or treat anxiety. They can, however, provide employees with information about their wellbeing and, where appropriate, help them identify areas they may want to discuss further.

FAQs

How do I know if an employee's anxiety needs a formal adjustment?

There isn't a single sign that means an adjustment is required. Start by talking to the employee about the difficulties they're experiencing at work and whether any changes could help.

If the employee may meet the Equality Act definition of disability, or you're unsure about your responsibilities, seek advice from HR or occupational health.

What should a manager avoid saying to someone with anxiety?

Avoid minimising the situation or telling someone simply to “stop worrying”. Don't try to diagnose them or make assumptions about what they need.

A better approach is to ask what they're finding difficult and whether there are practical changes that could help.

Is anxiety covered under the Equality Act?

It can be. Anxiety may meet the Equality Act definition of disability where it has a substantial and long-term adverse effect on someone's ability to carry out normal day-to-day activities. Whether the definition is met depends on the individual's circumstances.

What's the difference between supporting someone with anxiety and supporting general workplace stress?

Supporting general workplace mental health includes looking at wider factors such as workload, working practices and management. Supporting an employee with anxiety is more individual and focuses on the difficulties that person is experiencing and what changes may help them at work.

For broader guidance on improving mental health across a workplace, see How to Improve Mental Health in the Workplace.

Supporting an employee with anxiety

Managers don't need to have all the answers. A useful starting point is to notice when someone may be struggling, create space for a private conversation and ask what would make work more manageable.

Practical adjustments, regular but proportionate check-ins and appropriate signposting can all form part of that support. Where a person's needs may fall under the Equality Act, employers should also consider their legal responsibilities around reasonable adjustments.

Bluecrest Business Health assessments include mental wellbeing measures alongside physical health checks, giving employees the opportunity to look at different aspects of their health in one assessment. Find out more about Bluecrest Business Health assessments and how they can support a proactive approach to employee health.