Stress, anxiety, burnout: how companies move from prevention to active support
Mental health at work is no longer a marginal issue: it has become a strategic challenge for organizations. Chronic stress, anxiety, and burnout affect a growing number of employees, with direct consequences on performance, retention, and social climate.
Why mental health is a business issue
Long considered an individual matter, the psychological health of employees now stands out as a factor of collective performance.
🔵 WHO: Depression and anxiety lead to $1 trillion in productivity losses worldwide each year.
🔵 In Europe: Nearly one in five employees reports suffering from work-related stress (European Agency for Safety and Health at Work).
🔵 In France: According to the Empreinte Humaine barometer (2023), 44% of employees report experiencing psychological distress.
The post-COVID situation in France: a lasting psychological fragility
The pandemic has not only disrupted organizations: it has profoundly affected the mental health of French workers.
🔵 During the lockdown: the CoviPrev survey from Public Health France reveals a notable increase in anxious and depressive states, with young people particularly exposed.
🔵 Since then: psychological distress still affects 44% of employees (Empreinte Humaine, 2020), with a higher incidence among women.
🔵 Today: more than 61% of workers report being stressed at least once a week (People At Work barometer 2024), an increase of 2 points compared to 2023.
The effects persist: sleep disorders, persistent anxiety, lasting exhaustion — all signs that the collective crisis is transforming into lasting psychological fragility.
High human and economic costs
The impacts of poor mental health at work are multiple:
🔵 Absenteeism: employees experiencing burnout are absent on average 2.5 times more than others (Sapiens Institute, 2023).
🔵 Turnover: 1 in 3 employees considers leaving their position due to a deteriorated psychological climate (Deloitte, 2023).
🔵 Decreased performance: stressed employees are 60% less focused and twice as likely to make mistakes (Harvard Business Review, 2022).
From taboo to action: the evolution of companies
The good news is that mental health is gradually coming out of the taboo. Companies are moving from a logic of passive prevention (raising awareness, informing) to more active measures (supporting, accompanying, transforming managerial practices).
Three levers are particularly decisive:
🔵 Internal communication: openly discussing mental health issues, establishing channels for expression, reducing stigma.
🔵 The role of frontline managers: trained to spot weak signals (exhaustion, isolation, changes in behavior), they are the first points of support.
🔵 Support measures: listening cells, psychological support programs, collective stress regulation workshops, and team cohesion.
The benefits of active support
Going beyond prevention means providing employees with concrete resources to navigate difficult times. In my support for professionals and organizations, I use proven approaches that promote individual and collective resilience:
🔵 Sessions of NLP to learn to manage emotions, strengthen confidence, and develop resilience strategies;
🔵 Skills assessments to help employees clarify their professional priorities and regain meaning in their trajectory;
🔵 Well-being and cohesion workshops to collectively regulate stress and strengthen team dynamics;
🔵 A clear and empathetic managerial communication that acknowledges difficulties and proposes suitable solutions.
These levers not only help reduce psychosocial risks but also foster a calmer work environment conducive to engagement and sustainable performance.
