Workplace stress has become one of the biggest challenges facing employees and employers today. Whether during Mental Health Awareness Month or the the rest of the year, it’s important that we move beyond simply acknowledging the issue and start looking at practical ways companies can build healthier, more sustainable careers.

According to the American Institute of Stress, 83% of U.S. workers experience work-related stress. For employers, that stress shows up in turnover, absenteeism, disengagement and lost productivity. Many companies have responded with wellness tools like meditation apps, hotlines or the occasional mental health day. Those resources can be helpful, but they often address stress only after it has already built up.

A sabbatical is a structured investment in your people and your organization. When well-planned and supported by the company’s culture, it can be a meaningful reset for employees and a smart investment for the business. It gives people time to step away, recharge, reflect on where they are in their career and life, and return with more clarity and energy.

For companies, it sends an important message: We trust our people, and we want them to build careers that are sustainable over the long term.

Making sabbaticals work for employees and companies

A sabbatical can be incredibly valuable, but it does require planning. It should not feel like someone disappearing from the business overnight. In most cases, companies and employees should begin preparing at least three months in advance. That gives teams time to map out responsibilities, share knowledge and make sure day-to-day work can continue without unnecessary stress.

This is especially important in fast-growing companies, startups and small or mid-sized businesses where people often wear many hats. The pressure to always be available, always be needed and never step back is often highest in these environments. That pressure is also exactly where burnout takes root. When one person steps away, the impact can be felt quickly if there is not enough visibility or preparation, but the cost of never stepping away can be far greater.

But that is also where the benefit comes in. A well-run sabbatical program forces a company to build stronger systems. It encourages better documentation, clearer ownership, more collaboration and less reliance on one person being the only keeper of critical knowledge.

Managers play a big role here. They need to talk about sabbaticals in a positive way, not as a sign that someone is checked out or less committed. The message should be the opposite: taking time to recharge can be part of a healthy, high-performing career.

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