Post on 25-Dec-2015
Best management practice in tackling workplace stress
TRUST STRESS MANAGEMENT PROJECT
Sue GrimshawActing Head of Occupational Health Dept & Stress Project Lead
Best management practice in tackling workplace stress
Common causes of stress in the workplace
Unreasonable demands for performance Lack of interpersonal communication between
the employer and the employees Lack of interpersonal relationship among the
employees The fear of losing one's job. Long working hours Less time to spend with the family Under utilization of skills Underpaid jobs A promotion that did not materialize –
promises promises promises!
Best management practice in tackling workplace stress
The cost of stress Sickness absence in the NHS is estimated to cost
the service some £1.7billion each year A quarter is likely to be attributable to stress
related sickness. Time lost to sickness absence amounts to 10.3
million working days or The equivalent of having 45,000 whole time
equivalent staff not at work Of these, a quarter are likely to be due to stress
related sickness. Nhs employers
Best management practice in tackling workplace stress
Money Money Money £175,000
£850,000
£109,754
Best management practice in tackling workplace stress
Signs of Symptons of Stress Physical Headaches Indigestion Colds/Flu Skin condition Acne High BP Sleeplessness Nervous ticks Tense Muscles
Emotional signs Anxiety Anger Feeling hopeless Depression Negativity De-motivated Low self-esteem
Best management practice in tackling workplace stress
Signs of Symptons of Stress Behavioural Signs Smoking Alcohol Increased caffeine Irritability and aggression Increased forgetfulness Moodiness and sulking Apathetic Withdrawal Obsessive behaviour Increased mistakes Crying Decreased personal
standards
Changes in Thinking Style
Confused Negative Indecisiveness Poor concentration Blinkered Things out of
proportion Constant criticism Cynicism
Best management practice in tackling workplace stress
What started the project?
• Occupational Health (OH) data demonstrated a doubling of cases of work related stress in 2006/7
• Perceived causes – workload, interpersonal conflict at work and the £21m restructure
• High sickness absence rate at 5.34%
• This demanded a management led approach, not medical “treatments”
Best management practice in tackling workplace stress
Next steps• Trust Board >to consider analysis/findings so far >they took ownership >to support a Stress Management Project
• Timing >Trust emerging from Financial recovery programme >Aiming FT status and focus on Patient Quality >The Blackpool way still needing to embedded
Best management practice in tackling workplace stress
Broader effects
Best management practice in tackling workplace stress
Impact on individual, colleagues and organisation
Individual Unhappy, de-
motivated, disengaged, absence
Colleagues Frustrated, antipathy
to Trust Increased workload
pressure from absent colleagues
Disengagement
Organisation Increased grievances
and management problems
High absence rates Inconsistent patient
care/ service delivery Negative public image Reputation hinders
recruitment Workforce lacking in
skills & competency
Best management practice in tackling workplace stress
Our strategy & targets Existing Data, Board & Workforce Engagement
Reduce sickness 4.3% / Work related Stress cases by 30 %
Adhere to Hse Management Standards who supported the project fully
Make the Trust a great place to work = increased recruitment /retention
Best management practice in tackling workplace stress
Barriers to the project• This is too difficult/ too big• This is not my role• What problem?• Stress makes people work harder• Nothing to do with the Organisation• Targets affected if we take our eye off the
ball• Everyone will say they are stressed if its
highlighted• They should try my job!
Best management practice in tackling workplace stress
Key stakeholders identified for the Stress Project to succeed
• CEO• Chairman• Executive Directors• Non-Executives• Staff Side representatives• The Workforce• All the above agreed to implement all
reasonable recommendations and explain why any were not implemented
Best management practice in tackling workplace stress
Project methodology
• Focus groups – 8 sites
• Robust project management tools
• Reporting methods
• Role of Ceo & Executive Directors
• Working in partnership with HSE
Best management practice in tackling workplace stress
Findings of the Focus groups
Issues causing the stress to the workforce• Communication• Management Style• Learning & Development opportunities• Bullying & Harassment• Sickness & Absence• Recruitment & Retention• Lack of staff engagement• Car Parking• How we care for each other• 70 recommendations
Best management practice in tackling workplace stress
Successes so far (1)
• Staff Survey 2006 response rate was 44%
2007 response rate was 58%
2008 response rate was 61%
2009 response rate was 65%
Results indicate a widespread improvement and divisional differences have all but disappeared, staff are reporting improvements as individuals.
Best management practice in tackling workplace stress
Key Results from 2008 Staff Survey relevant to Stress Project
Key Findings Change Since 2007 Survey
Ranking compared with all Acute Trusts 2008
Trust commitment to work-life balance
Increase (better than 07)
Highest (best) 20%
% having well structured appraisals in last 12 months
Increase (better than 07)
Highest (best) 20%
Support from immediate managers
Increase (better than 07)
Highest (best) 20%
Best management practice in tackling workplace stress
Key Results cont’d …
Key Findings Change since 2007 Survey
Ranking compared with all Acute Trusts in 2008
Perceptions of effective action from employer towards violence and harassment
Increase (better than 07)
Highest (best) 20%
% reporting good communication between senior management and staff
New question Highest (best) 20%
Staff Job Satisfaction Increase (better than 07)
Highest (best) 20%
% that would recommend the trust as a place to work
New question Highest (best) 20%
Best management practice in tackling workplace stress
Successes so far (2)
• Sickness & Absence rate now is 4.31%
• By 2009 Work related stress presenting to OH down by 40%
• Long working hours culture leading to stress/ absence from work being actively managed
• Occupational Health moved back onto main site 3-4 years ahead of schedule
• Winners of HPMA Award 2009 (HSE Category – Stress)
Best management practice in tackling workplace stress
Successes so far (3)
• Compliance with NHSLA at Level 2 now aiming for level 3
• Stress Website for staff
• Employment Assistance Programme launched on April 9th 2009
• June 2009 – 87 % staff appraised
• June 2010 – 100% staff appraised
• Stress management training programme Trust-wide – at manager’s request for all staff to access
Best management practice in tackling workplace stress
Successes so far (4)
• Exit Questionnaires 3 versions and they are being used Dedicated staff to assist with completion Will identify trends, issues and successes
• Learning & Development reviewing current training provision and induction/mandatory programmes
• Trust has implemented Leadership & Management Programmes to develop staff & managers
Best management practice in tackling workplace stress
Successes so far (5) Poor performance now being robustly managed across the
Trust
Bullying and harassment cases now being dealt with in agreed timescales (6 weeks)
Multi-storey car park being built – parking for all staff on site within next two years
Grapevine magazine
A resource for other organiations nationally
Best management practice in tackling workplace stress
Phase 2 – Review of Current OH service provision• Focus groups have been run to ask workforce for further ideas e.g. well
being initiatives
> Social events for staff
> Review of catering provision to assist staff with healthy eating options
> Fast track appointments – to employ physiotherapist in the department
> Increased counselling & CBT provision
> Hours Occupational Health extended increased clinic productivity
> Health promotion events
> Improve communication /information for staff accessing Occupational
Health
> Greater telephone access
> Known as Health & Well being centre
Best management practice in tackling workplace stress
Overall impact on the workforce if the Project succeeds
Staff will feel: Valued Supported Involved Happy at work A sense of worth Motivated
Staff will have: Positive working
relationships Career development A pride in where they
work A sense of belonging. A voice that is heard
Best management practice in tackling workplace stress
• Reduction in Sickness & Absence has improved staff ratios for patient care delivery
• Trust converting “Bank Hours” to substantive nursing posts – improved continuity of care
• Staff able to access training skill development resulting in competent safe practitioners
• Staff more aware of stress (? Good or bad)
Making a difference to patient care
Best management practice in tackling workplace stress
How to manage stress Responsibility of the Individual
Understand nature and sources of stress.
Make someone aware of how you are feeling – ideally your line manager but if not, HR or contact your Occupational Health provider
Manage your time effectively and efficiently.
Follow an appropriate lifestyle
Develop a personal strategic management process (have a mission, set achievable goals, allocate resources and periodically assess the situation).
Be systematic in decision-making and problem solving.
Best management practice in tackling workplace stress
What a manager needs to do… Be proactive in dealing with
stress in the workplace
Offer reassurance to the person – “you’re not on your own”.
Seek advice from HR or their line manager if unsure what to do.
Don’t say ‘so are all of us’
Have self awareness around how your management style may impact on others – in times of difficulties, don’t revert to using the stick!
Take immediate action – Make time & Listen Ask what they need Aim to alleviate the situation &
review progress
We can assume that a person can withstand the normal pressures of work but once you are aware of a problem it is reasonable that something is then done
Be aware of the DDA – need to consider reasonable adjustment necessary to support and alleviate stress
Best management practice in tackling workplace stress
Responsibility of the Organisation
Ensure that the workload is in line with the employees’ capabilities and resources.
Jobs that have meaning, stimulation,less monotony & opportunities for employees to use their skills.
Clearly define employees’ roles and responsibilities.
Employees should participate in decisions and actions affecting their jobs.
Improve communications - reduce uncertainty about career development & future employment prospects.
Provide opportunities for social interaction among employees.
Establish work schedules that are compatible with demands & responsibilities outside the job.
Best management practice in tackling workplace stress
How to manage your own Stress
Smiling
Your thoughts/ what are your 10 top qualities Exercise /Breathe
Rest – take time out
Support & Feedback
Best management practice in tackling workplace stress
How to manage your own Stress
Hugging – for you to receive or give
Relaxation – take it easy / Meditation 10 mins per day/Alternative therapies
Balanced diet –obesity can increase stress levels. Reduce toxins smoking & alcohol work against the body
Need Help – Ask!!
Work / Life Balance:- use to do lists
Best management practice in tackling workplace stress
The Ten Commandments to Stress
prevention Plan your day Build a balanced
system Know your energy
curve & concentration
Be realistic you are not superhuman
Learn to delegate
Aim for satisfaction Learn to say ‘No’
assertively ! Look for things in
your work to enjoy Laugh to reduce
stress Make time for you
Best management practice in tackling workplace stress
Thankyou
Any Questions