Stress, lone working, and workload: Understanding the connection

Featuring Marion Keogh, Health and Safety Consultant, SafeWorkforce

Stress has become one of the most significant challenges in modern working life. While some level of pressure can motivate performance, excessive or prolonged stress can negatively affect mental health, physical wellbeing, and overall productivity. Three closely connected factors often contribute to this problem: stress itself, lone working, and workload. Understanding how these elements interact is essential for creating healthier and safer workplaces.

Stress in the workplace arises when job demands exceed an individual’s ability to cope. Common causes include tight deadlines, lack of control, insufficient support, and unclear expectations. When stress is not managed effectively, it can lead to anxiety, burnout, sleep problems, reduced concentration, and long-term health conditions such as depression or cardiovascular issues. For organisations, high stress levels often result in increased absenteeism, higher staff turnover, and reduced performance.

Lone working is a growing feature of many industries, including healthcare, security, delivery services, construction, and remote or home-based roles. A lone worker is someone who performs their duties without close or direct supervision and without colleagues nearby. While lone working can offer flexibility and independence, it also presents unique risks that can intensify stress. Isolation is one of the most significant challenges, as workers may lack immediate support, social interaction, or reassurance when facing difficult situations. This can lead to feelings of anxiety, vulnerability, and disconnection from the wider organisation.

Workload plays a critical role in shaping stress levels, particularly for lone workers. Excessive workload, unrealistic targets, or insufficient time to complete tasks can quickly overwhelm an individual. When someone is working alone, there may be no opportunity to share responsibilities, ask for help, or delegate tasks. This can create a sense of constant pressure and responsibility, increasing both mental and emotional strain. Over time, sustained high workload can lead to burnout, reduced job satisfaction, and errors that may compromise safety and quality of work.

The relationship between stress, lone working, and workload is cyclical. High workload increases stress, stress reduces coping capacity, and lone working can remove vital support systems that help manage pressure. Together, these factors can significantly heighten risk, particularly in roles that involve decision-making, customer interaction, or potential exposure to workplace hazards.

Addressing these challenges requires a proactive approach from employers and individuals alike. Organisations should carry out regular risk assessments that consider workload and the specific risks of lone working. Clear communication, realistic workload planning, and access to health and safety training are essential. Providing regular check-ins, supervision, and opportunities for social connection can help reduce isolation. Technology such as communication devices or monitoring systems can also enhance safety and reassurance for lone workers.

For individuals, recognising early signs of workplace stress, setting boundaries, and seeking support are key steps in maintaining wellbeing. Ultimately, managing stress, lone working, and workload effectively is not only a legal and ethical responsibility but also a foundation for sustainable performance, resilience, and a healthier workforce.