August presents a paradox that many HR departments are all too familiar with: whilst some staff are on holiday, others are keeping the business running with fewer resources, in the heat, and under the mounting pressure of having to cover for what the others are not doing. The result is a combination of psychosocial risk factors which, if not detected in time, leads to staff absences, conflicts and a drop in productivity at precisely the busiest time of the year.
The summer paradox: more heat, fewer players, more pressure
August isn’t just a holiday month: it’s the month when minimum staffing levels, the heat, an irregular work pattern and a sense of unfairness regarding the allocation of holidays all come together. For the employees who stay behind, the actual workload increases whilst the visibility of that effort decreases. For sectors that operate year-round, such as hospitality, healthcare and transport, August is peak season, not the off-season. The pressure doesn’t go away in summer: it falls on those who are there.
Who suffers most from work-related stress in summer: at-risk profiles and sectors
Those most at risk are those responsible for covering for others: the employee who takes on the duties of two colleagues on sick leave, the technician who is unable to delegate, and the a manager who never gets a break because he’s covering for his team. This last point is particularly relevant: middle managers who have to deal with other people’s stress without a support network of their own are among those most at risk of burnout in the summer. By sector, the hospitality industry, healthcare, essential services, transport and customer service account for the majority of cases of summer stress, precisely because they cannot scale back their operations when staff numbers are reduced.
Symptoms of work-related stress that HR should spot before the summer
Spotting stress before it leads to sick leave requires knowing what signs to look out for. Some are visible in the data: an increase in short-term absenteeism, a decline in measurable performance, and frequent errors that did not occur previously. Others require direct observation: irritability, presenteeism, isolation or negative comments about the workload. The problem is that in August, with fewer people and a more scattered workforce, these signs are harder to spot. Early detection is the responsibility of the line manager, But HR must have given him the tools to recognise them before the season starts.
Preventive measures that the company can put in place before August
Preventing summer stress doesn’t start in August: it starts in June, when there’s still time to take action. The most effective measures are minimum staffing planning based on actual criteria, not the absolute minimum; summer staff reinforcements for critical roles; proactive and transparent communication regarding holiday allocation; and flexible working hours where operational circumstances permit. A duty roster that is visible to the whole team, with clearly assigned responsibilities, significantly reduces feelings of unfairness and uncertainty – two of the main causes of organisational stress, as we saw when discussing the Conflict-free management of leave and holidays.
How to manage stress once it has set in: tools for managers
Once stress has taken hold within the team, management requires concrete action, not just empathy. The most effective tools available to a manager are the individual active listening without a performance review process, the explicit redistribution of the workload, one-to-one discussions to identify specific causes, and referral to psychological support services when the situation requires it. Managers who make it normal to talk about workload and boundaries have more resilient teams than those who manage solely on the basis of results. This skill is not innate: it can be learnt.
Stress management training: what HR and employees themselves can do
Training is a preventive and corrective measure. For the managers, programmes on emotional intelligence and managing teams under pressure provide them with practical tools for spotting warning signs, having difficult conversations and making decisions on resource reallocation without damaging the working atmosphere. For the employees, training in self-management, relaxation techniques and mindfulness applied to the workplace reduces reactivity in high-pressure situations. Through Educa.Pro, you can access corporate wellbeing and stress management programmes tailored to specific profiles and sectors, with short formats that do not clash with working hours and options for FUNDAE subsidies.
Stress in summer is not inevitable. It is predictable, detectable and, to a large extent, preventable with the right planning and tools.
