Blue Monday at work: How to ease seasonal pressures for your employees
The third Monday of January - often called "Blue Monday" - has become a focal point for conversations about seasonal wellbeing. For many employers, the timing resonates: absence rates climb after Christmas, employees return feeling flat, and teams that were energised in December seem subdued.
These patterns often reflect a combination of seasonal mood changes, post-holiday financial pressures, and the difficulty of returning to work routines. Poor mental wellbeing costs UK employers an estimated £42 billion to £45 billion annually through presenteeism, sickness absence, and staff turnover [1]. The winter months amplify these figures: around 2% of the UK population experiences Seasonal Affective Disorder (SAD), a clinically recognised form of depression, while approximately 20% experience milder seasonal mood changes [2]. Mental health conditions now account for one in three fit notes issued by GPs [3].
For employers, January presents an opportunity to review whether existing support is reaching those who need it, and if not, what barriers might be getting in the way.
The origins of Blue Monday
The term "Blue Monday" entered public awareness in 2005, when travel company Sky Travel issued a press release claiming to have identified the most difficult day of the year. The company had commissioned psychologist Cliff Arnall to devise a formula predicting when people would be most likely to book holidays - reasoning that this would coincide with when they felt lowest.
Mental health organisations have responded to Blue Monday in different ways. Some, including Mind and the Samaritans, have used the date as a prompt for conversations about seeking support. Others have expressed concern that framing a single day as universally difficult may oversimplify the experience of depression, which requires sustained support rather than a single day's attention [4].
While Blue Monday started as a marketing campaign, the factors associated with it - darker days, financial strain, the challenge of returning to routines - do affect many employees during January.
Seasonal factors affecting employee wellbeing
Several evidence-based factors contribute to lower mood and energy levels during winter months.
Seasonal Affective Disorder and winter mood changes
Seasonal Affective Disorder (SAD) is a clinically recognised form of depression that follows a seasonal pattern, typically appearing in autumn and winter as daylight hours decrease. The Royal College of Psychiatrists estimates that around 3 in every 100 people in the UK experience significant winter depression, while the NHS estimates approximately 2 million people are affected each year [2][7].
Beyond clinical SAD, a larger proportion of the population experiences milder seasonal mood changes, sometimes called "winter blues." Symptoms may include:
- persistent low mood
- reduced interest in usual activities
- irritability
- lethargy
- changes to sleep patterns.
The causes relate to reduced sunlight exposure, which affects the body's production of melatonin (regulating sleep) and serotonin (affecting mood, appetite, and sleep). These changes can disrupt circadian rhythms - the body's internal clock that governs waking and sleeping [7]. SAD occurs approximately three times more often in women than in men, and is most common in adults between 18 and 30 years of age [2].
For employers, these figures indicate that a meaningful proportion of the workforce may be operating below their usual capacity during winter.
Post-Christmas financial pressures
January typically brings heightened financial stress for many households. Credit card statements reflecting Christmas spending arrive alongside the longest gap between paydays in the calendar year.
Research from the Money Advice Trust found that 4.7 million UK adults started 2025 feeling unable to cope due to money worries [5]. Over nine million people across the UK expected Christmas 2024 to put them into debt, with younger workers particularly affected - 25% of those aged 18-34 anticipated entering debt compared to 17% of the overall population [8].
The link between financial stress and workplace performance is well established. Research from the Centre for Economics and Business Research estimates that financial worries resulted in the loss of 13 million worker days in 2021, costing UK employers up to £2.5 billion [9]. MHFA England reports that financial pressure is now the leading external stressor affecting employees, with 41% citing it as a concern [10]. Among those experiencing financial stress, 80% report feeling anxious or depressed at least once a week [10].
The return-to-work adjustment
The transition back to work after an extended holiday period requires adjustment. Following the Christmas break, employees may face accumulated correspondence, approaching deadlines, and the shift from time with family to professional responsibilities. For those already managing seasonal mood changes or financial concerns, this transition can feel particularly demanding.
Research from the CIPD indicates that 79% of UK employees experience moderate-to-high stress levels, with younger employees (16-24) and women reporting the highest rates [10]. January's combination of pressures can intensify these baseline levels.
Practical steps for employers
1. Communicate existing support
Many organisations offer support that employees do not know about. Research indicates that while 75% of UK organisations offer Employee Assistance Programmes, only 27% of employees are aware these services are available [11]. Remind employees about available support: Employee Assistance Programmes, mental health first aiders, occupational health services, flexible working options, and any financial wellbeing support such as debt advice signposting or salary advance schemes. Use multiple channels - team meetings, intranet updates, notices in communal areas, and manager briefings.
2. Review workload and deadlines
The HSE Management Standards identify excessive demands and insufficient control as key workplace stressors. Review whether deadlines set before the holiday period remain realistic given available capacity. Ensure employees have appropriate input into how they complete their work.
3. Offer flexibility where appropriate
For employees affected by seasonal factors, adjustments such as later start times (allowing commuting during daylight), permission for outdoor breaks during the day, or occasional home working can reduce strain while demonstrating organisational awareness of employee wellbeing.
4. Equip managers for supportive conversations
Managers are often the first to notice changes in employee behaviour or performance. However, research suggests only 13% of UK managers have received mental health training [11]. Provide managers with training on recognising potential signs of difficulty, guidance on approaching sensitive conversations, clarity on available support options and how to signpost them, and information on when and how to escalate concerns.
5. Foster openness
Stigma prevents some employees from seeking support. Research from Mind found that 30% of employees who took time off for mental health reasons gave a different explanation for their absence [11]. Senior leaders can help by speaking openly about mental health, checking in regularly with team members, responding supportively when concerns are raised, and modelling sustainable working practices.
6. Review the physical environment
Environmental factors can influence mood and energy levels during winter. Ensure adequate lighting in work areas, particularly where natural light is limited. Consider making light therapy options available. Provide quiet spaces for those who benefit from reduced sensory demands. Review heating and ventilation.
7. Address financial wellbeing
Given the connection between financial stress and mental health, consider what financial wellbeing support is available, such as salary advance schemes and financial education workshops. Research from TELUS Health found that employees without emergency savings score 35 points lower on mental health measures than those with savings [12].
Next steps
The measures outlined above address immediate January pressures, but they are also applicable throughout the year. Organisations that build mental health awareness into management training, maintain visible and accessible support options, and create cultures where discussing wellbeing is normalised see sustained improvements in absence rates, retention, and productivity [1][11].
January's heightened attention to employee wellbeing provides a practical starting point for reviewing current provision - identifying gaps in support, addressing communication weaknesses, and ensuring employees know where to turn.
This article is intended for informational purposes only and does not constitute legal advice. The information is accurate at the time of writing but may be subject to change. For advice specific to your situation, please consult a qualified professional.
[1] Mental Health Foundation, Mental health at work: statistics, 2024.
[2] Royal College of Psychiatrists, Seasonal affective disorder (SAD), 2024.
[3] Health and Wellbeing at Work, The Employer's Duty of Care for Mental Health in the UK, 2024.
[4] CNN, The 'Blue Monday' depression peak isn't real, but seasonal blues are, January 2025.
[5] Money Advice Trust, National Debtline findings show 4.7 million starting New Year feeling unable to cope due to money worries, January 2025.
[6] Health and Safety Executive, Health and Safety at Work - Summary statistics for Great Britain 2024, 2024.
[7] NHS, Seasonal affective disorder (SAD), 2024.
[8] Creditspring/Financial IT, Over 9M People in the UK Expecting Christmas to Put Them into Debt This Year, 2024.
[9] TISA, The Hidden Cost of Employee Debt: How Financial Stress Impacts Workplace Productivity, 2025.
[10] MHFA England, Key workplace mental health statistics for 2024, 2024.
[11] PMAC, Workplace Mental Health Statistics, 2025.
[12] WorldatWork, Why Mental Health Should Be a Workplace Strategic Priority in 2026, 2025.