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Workplace stress has reached unprecedented levels—and it’s no longer confined to the office. Employees are carrying anxiety and frustration home with them, straining family relationships and undermining business performance, according to a clinical psychologist.
Recent data from the Occupational Safety and Health Administration (OSHA) indicates that more than 80% of U.S. workers report experiencing workplace stress. Over half say that stress spills into their personal lives. The primary concerns: job security in an uncertain economy and pressure to meet performance expectations. When livelihoods are at stake, work-related anxiety becomes more than a professional issue—it becomes a personal burden affecting entire households.
“Work is coming home with a lot of people,” says Dr. Jessica Gomez, a clinical psychologist and executive director of the Momentous Institute, a Dallas-based nonprofit that provides therapy services to children and families. Gomez, who also specializes in staff development and training, notes that she is seeing the effects firsthand. “That stress is showing up in the classroom and in therapy.”
According to Gomez, workplace strain is particularly disruptive for families with young children. Kids often detect changes in their parents’ mood or behavior and connect them to broader events or economic uncertainty. They bring those questions and concerns into school and therapy sessions. While organizations like the Momentous Institute help families process these challenges, Gomez argues that employers have a responsibility to address the root causes—if not for employee well-being, then for business sustainability.
“If an employer is not talking about mental health, it is impacting your retention, your recruitment, and your productivity,” Gomez explains. “Most businesses are driven by human potential and human talent, and happy folks create great productivity and healthy cultures.”
Research published through the National Library of Medicine supports this claim, linking chronic stress to physical illness, absenteeism, and diminished productivity. Replacing burned-out employees is also expensive. OSHA estimates that workplace stress costs U.S. employers approximately $300 billion annually.
“It costs you more to replace talent than to retain and support it,” Gomez says. “You keep talent by creating a sense of belonging and a healthy culture.”
Drawing on her experience in mental health and organizational development, Gomez outlines three cost-free strategies companies can implement immediately:
1. Model healthy boundaries
Employees often feel compelled to remain accessible outside standard working hours. To normalize boundaries, leadership must set the example. Gomez schedules therapy appointments during work hours and openly discusses them with staff to destigmatize mental health care. Transparent modeling signals that well-being is a priority.
2. Encourage use of sick leave and PTO
Mental health days are as legitimate as physical sick days. Gomez’s organization explicitly avoids questioning the nature of an employee’s illness. Time off belongs to the employee. She also urges employers to actively promote vacation use, reinforcing the idea that rest and personal time are integral to sustained performance.
“We have to stop viewing people as one-dimensional,” she says. “If they aren’t well, they can’t contribute effectively.”
3. Incorporate nature into the workday
Exposure to natural light and outdoor environments has measurable stress-reducing effects. Gomez created an outdoor meeting space and sometimes holds walking meetings. Even brief “nature breaks” can reset cognitive focus and lower stress levels. For urban offices, stepping outside or visiting a nearby park can provide similar benefits.
“These strategies don’t require financial investment,” Gomez notes. “They require intention.”
Ignoring employee mental health, by contrast, carries high financial and cultural costs. Integrating mental well-being into workplace policy is no longer optional—it is a strategic imperative.
“Mental health is part of the human experience,” Gomez says. “If it’s not part of your company culture, you’re setting yourself up for failure.”