The Winter Wellbeing Gap: The One Mistake Too Many Businesses Make Every Year

Every year, as soon as the Christmas adverts appear and the office Secret Santa spreadsheet goes live, many organisations shift into autopilot. There are festive emails, end-of-year celebrations, perhaps a charity fundraiser or a winter wellbeing campaign.

At the same time, a large proportion of people report higher stress, lower mood, and worsening mental health.[1][2] For some, “the most wonderful time of the year” is actually one of the hardest.

We will primarily focus on Christmas here, given its cultural significance in many workplaces throughout the UK. But colleagues will be marking a wide range of faith and cultural celebrations throughout the year, such as: Hanukkah, Diwali, Eid, Lunar New Year and others. The same principles apply: when we treat any celebration as universally joyful and uncomplicated, we risk overlooking the people for whom that time is painful, pressured, or simply not part of their tradition.[3]

The mistake many businesses make?

Treating Christmas (and other winter holidays) as if everyone is joyful, rested and surrounded by loving family, and failing to build meaningful wellbeing support into their comms and plans.

When organisations ignore this gap, they miss a powerful opportunity to care for their people and live their values in a very visible way.

Why winter holidays are a pressure point for wellbeing

Research and lived experience tell a consistent story: December and the wider festive period often come with increased stress, anxiety and low mood.[1][4][3] Common contributing factors include:

Grief and missing loved ones

Holidays can magnify the absence of a partner, family member, friend or colleague. Traditions become painful reminders. Well‑meant phrases like “enjoy the holidays with your loved ones” can land heavily.

Living apart and family separation

Global teams, hybrid working and complex family situations mean many colleagues are far from the people who matter most. Travel costs, visas, care responsibilities or health issues can make “going home” impossible, fuelling loneliness and isolation.[1]

Financial strain and the cost of ‘festive’

Money worries are one of the most frequently reported sources of holiday stress.[2] Higher heating bills, food costs, travel, gifts and social events collide with the cost‑of‑living crisis. Gift‑focused or “treat yourself” messaging can feel tone‑deaf to those already under pressure.

Addiction, recovery and coping with pressure

Alcohol‑centred celebrations, raffles and “blow off steam” narratives are particularly hard for people living with addiction, in recovery, or supporting someone who is.[4] Disrupted routines and increased stress also raise the risk of unhelpful coping strategies.[5]

Longing for children, family or a different life stage

Fertility challenges, pregnancy loss, complicated family planning or longing for partnership can make a “family‑centric” season painful. Casual comments about children and Christmas may touch on experiences others yearn for.

Existing mental health difficulties and seasonal changes

For those living with depression, anxiety, bipolar or other mental health conditions, the season can intensify symptoms. Routines change, services reduce hours and support networks are less available.[1][3] Reduced daylight also means some people experience Seasonal Affective Disorder (SAD).[6]

Exhaustion, expectations and the myth of the “restful break”

For many, Christmas is not a restorative pause but a logistical project: travel, childcare, hosting, family dynamics and cultural or religious obligations.

There may be:

• pressure to see multiple sides of a family in a short time
• long journeys and disrupted sleep
• caring responsibilities for children, older relatives or people who are unwell
• unspoken rules about how the holidays “should” look
• overstimulation

Some employees return in January more tired and emotionally drained than when they left.[7] When internal comms assume everyone is “recharged and ready to go”, those who are struggling can feel even more out of step.

How festive comms quietly exclude people

Most HR and leadership teams know, in theory, that this time of year is complex. But in practice, organisational holiday communications tell a different story.

Messaging is usually built around Christmas, assumes everyone is celebrating in the same way, and rarely acknowledges that some colleagues may be marking other festivals (such as Hanukkah) or may opt out of celebrations entirely.[3]

We often see:

• emails assuming everyone is excited for parties, family time and gifting
• campaigns focused only on “joy”, “magic” and “celebration”
• alcohol‑heavy events presented as the default way to connect
• year‑end messages that talk about “recharging the batteries”, without recognising that for some, the break is harder than work

The impact is subtle but significant. People who are grieving, struggling financially, holding different faith traditions, or simply not feeling festive can internalise the message:

“Everyone else here is having a lovely time. If I am not, something is wrong with me – and this isn’t something I can talk about at work.”

What inclusive winter wellbeing looks like in practice

The aim is not to cancel Christmas or remove joy. It is to widen the frame, so seasonal communications and activities:

• acknowledge a full spectrum of experiences
• recognise that not everyone celebrates Christmas
• signpost clear, practical support
• model psychologically safer, more compassionate leadership

Some practical shifts:

1. Change the tone of your messaging

Move away from one‑note “merry everything” language. Try wording that:

• recognises mixed feelings:

  “We know this time of year can be joyful for some and very hard for others.”

• validates diverse experiences:

  “However you are spending the coming weeks – celebrating, working, resting, gathering with others or spending time alone – you matter here.”

• avoids assumptions about family, children, specific faiths or traditions

A few thoughtful sentences can transform how inclusive a message feels.

2. Build signposting into every communication

Make it obvious where people can get help:

• link clearly to your EAP, in‑house counselling, MHFAiders, HR or wellbeing contacts, and crisis helplines
• explain what support remains available over the break, including who is on call and how to access urgent help
• include brief tips on self‑care, boundaries, alcohol and checking in with others, alongside links to trusted external resources[3]

Pair warm end‑of‑year messages with: “Here are the ways we will continue to support you over the holidays.”

3. Offer inclusive, low‑pressure ways to connect

Review your festive calendar with an inclusion lens:

• provide alcohol‑free events and spaces
• create a range of options – low‑cost, low‑sensory, daytime, online – so more people can take part if they want to
• make it explicit that opting out of social events will not affect how someone is perceived

Sometimes the kindest thing you can do is give people permission not to perform.

4. Brief managers for human conversations

Managers are often the first line of support. A short briefing or micro‑learning before the holidays can help them:

• notice when changes in performance, attendance or mood may be linked to grief, financial strain or family pressures
• use gentle, open questions (for example, “How are you finding things at the moment?” rather than “Are you looking forward to Christmas?”)
• signpost confidently to support, without feeling they must fix everything themselves[1]

If you already invest in MHFA or manager wellbeing training, December is a good time for a quick refresh.

5. Align policies and workload with reality

Finally, check whether your systems are working with – or against – people’s wellbeing:

• can colleagues flex their working hours to manage childcare, caring responsibilities, religious observances or travel?
• are end‑of‑year targets and January expectations realistic, given how many people will not come back fully rested?[2][7]
• do bereavement, carers’ and compassionate leave policies support people through “firsts” and anniversaries?
• are you managing annual leave in a way that feels fair?

The underlying message should be: “We expect you to be human, and our systems make room for that.”

Closing the Christmas wellbeing gap

Without intention, Christmas and other winter holidays can become a time when:

• people feel less able to reach out for support
• stress and low mood quietly build, then spill over in January and beyond[4]
• those already at higher risk (through grief, financial strain, addiction, neurodiversity, minority faith status or existing mental health conditions) feel even more unseen

By weaving inclusive wellbeing into your winter communications and culture, you can:

• reduce the mismatch between reality and the “perfect Christmas” narrative
• acknowledge that not everyone celebrates the same things in the same way
• signal that people do not need to perform cheerfulness to belong
• role‑model compassionate leadership in a high‑pressure season

For many employees, the most powerful thing an organisation can offer at this time of year is not a party or a hamper.

It is the relief of knowing you can be authentic and there is support if you need it.