A must-read for anyone with responsibility for employee wellbeing going into 2026.
Burnout is no longer a quiet issue happening behind closed doors.
Recent research reported by People Management shows that HR professionals now see burnout as one of the biggest business risks heading into 2026, due to its impact on performance, retention and workplace safety. At the same time, the CIPD’s Health and Wellbeing at Work 2025 report found that around one in four UK employees believe work has a negative impact on both their mental and physical health.
While most organisations now provide some form of wellbeing support, these findings suggest a growing gap between intent and impact. Support may be available, but pressure, exhaustion and late intervention remain common.
For leaders, HR teams and anyone with responsibility for wellbeing, the question is no longer whether wellbeing matters, but how early, confidently and consistently it is addressed.
These five questions offer a practical lens for reflecting on where wellbeing and personal safety are genuinely being supported, and where risk may still be building.
1. Do our people feel safe – physically and psychologically?
Personal safety extends beyond physical risk.
Psychological safety, feeling able to speak up, raise concerns or ask for help without fear, plays a critical role in wellbeing. While most organisations now provide access to wellbeing support, only around 5–7% of employees actually use the services their employer pays for.
This gap highlights that access alone is not enough. When people don’t feel safe to talk, stress increases, issues remain hidden and problems often escalate before support is offered.
Workplaces that prioritise both physical and psychological safety are more likely to see earlier conversations, reduced risk and healthier outcomes.
2. Are managers equipped to spot early warning signs?
The CIPD identifies excessive pressure, exhaustion and poor manager relationships as key drivers of poor wellbeing at work.
Managers don’t need to be mental health experts, but they do need:
- the confidence to notice changes in behaviour
- clarity about what is appropriate to ask
- reassurance about how to respond without “getting it wrong”
Without this, opportunities for early, supportive conversations are often missed.
3. Are we preventing issues or only reacting once they escalate?
Many organisations still rely heavily on reactive support, stepping in only after absence, incidents or formal issues arise.
Evidence increasingly suggests that preventative approaches are more effective, focusing on building everyday skills that help people manage pressure, navigate difficult conversations and handle challenging situations earlier, before wellbeing or safety is compromised.
Early intervention is not about overreacting; it’s about reducing risk by acting sooner.
4. Are our teams confident handling difficult or emotionally charged situations?
From conflict and aggression to sensitive conversations and emotionally demanding interactions, confidence plays a significant role in wellbeing and safety.
When people feel unsure how to respond, silence often replaces dialogue – at exactly the moments when support would be most valuable. Building confidence in calm, proportionate responses helps protect both individuals and those around them.
5. Are we living our values or just talking about them?
Wellbeing strategies only work when they are reflected in day-to-day behaviour.
Employees are far more likely to feel engaged, loyal and safe when leadership actions consistently align with stated values, particularly under pressure. When behaviour and messaging don’t match, trust erodes and wellbeing initiatives lose credibility.
Looking ahead to 2026
As organisations plan for 2026, wellbeing is increasingly recognised as a strategic priority, but recognition alone is not enough.
The most effective approaches focus on:
- earlier conversations, not later interventions
- confidence and capability, not just access to support
- cultures where people feel safe to speak, not fearful of consequences
These five questions are not a checklist, but a starting point, one that can help leaders identify where wellbeing is genuinely supported, and where small shifts could make a meaningful difference.
If you hold responsibility for employee wellbeing going into 2026, these are questions worth sitting with.
And if your organisation is looking to move from a place where wellbeing support is simply available to one where it is genuinely accessed and used, Oakwood can help. We work with organisations to build the confidence, skills and cultural conditions that enable earlier conversations and make existing support more effective in practice.
Talk to Oakwood about moving from access to action.
