Britain has entered a ‘coping era’ at work, and employers are missing the warning signs

A new study by BHN Extras reveals Britain’s workforce has entered a “coping era” at work, with employees increasingly working through illness, staying constantly connected and sacrificing wellbeing just to keep up with workplace pressure.

Using its “Coping Index”, BHN Extras segmented responses from 1,500 employees into five groups based on workplace wellbeing and ability to manage pressure: Thriving, Satisfied, Coping, Struggling and Under Pressure. The findings reveal a growing divide between employees who feel energised and in control at work, and those relying on unhealthy coping behaviours simply to get through the working day.

The warning signs of coping culture

The findings point to a workplace culture where stress-related behaviours are becoming increasingly normalised across the workforce.

6 in 10 (60%) employees under pressure say they continue working while sick, compared to just 6% of employees who are thriving at work. More than half (57%) also regularly respond to messages outside working hours, while only 8% of thriving employees say the same.

The pressure is also beginning to affect employees’ long-term wellbeing. Nearly a quarter (24%) of workers under pressure have taken sick leave due to stress or burnout within the last three months, while 31% regularly sacrifice social connection to keep up with workloads, compared to just 2% of thriving workers.

Rather than reflecting productivity or engagement, the findings suggest many employees are operating in “survival mode” as workplace pressure intensifies. Employees under pressure reported some of the highest usage rates of health cover (34%), gym and wellness discounts (28%) and mental health support (22%), yet fewer than half (49%) say they make full or good use of their benefits package overall. 

Despite these behaviours becoming increasingly common across UK workplaces, many employers appear disconnected from the reality employees are experiencing.

The leadership disconnect

While 90% of employers say they are confident they understand their workforce, nearly half (43%) of employees under pressure say they feel their employer does not understand them.

A clear divide also exists across seniority levels. More than half (51%) of C-level executives say they feel “fully understood” by their employer, compared to just 19% of semi-skilled and unskilled manual workers.

The findings suggest senior leaders may be experiencing a very different version of workplace culture compared to the employees they manage, creating a growing “leadership bubble” around wellbeing and support.

Other findings include:

·                London employees were the most likely to work 5 or more extra hours beyond their contracted time. 

·                Workers in the South East were the most likely to say they struggle to manage the demands of their job (25%), while employees in the North East reported some of the lowest levels of workplace strain (5%).

·                Employees who are thriving at work are significantly more likely to be office-based, with 44% working in the office full-time – almost three times higher than the proportion who are fully remote (18%).

·       Nearly 3 in 10 generally satisfied workers say social connection and team culture help them manage work pressures.

·                C-level executives are the most likely to report making full or good use of their workplace benefits (88%).

Peter Dando, Senior Director, Employee Benefits & Recognition at BHN Extras, says: “For many employees, coping has become the new normal at work. Behaviours often associated with commitment – like working while sick or staying online after hours – are increasingly signs that employees are struggling under sustained pressure.

“What’s particularly striking is that the same behaviour can reflect very different experiences. Employees who are thriving are far more likely to say they work late out of personal choice, while those under pressure are more likely to stay online because of workload or management expectations.

“Our research suggests many organisations are still misreading these coping behaviours as signs of productivity. It thereforehighlights a growing need for employers to take a more active role in supporting workforce wellbeing and addressing the pressures impacting employees day-to-day.”

You can access the full report here.