Workplace stress and strain February 2012

Workplace stress and strain

by Toronto Training and HR

February 2012

Contents3-4 Introduction to Toronto Training and HR5-6 Definition7-8 Business advantages of taking an interest9-10 Top causes of stress at work11-13 Tackling the issue14-20 Signs of stress21-24 Measures to reduce workplace stress25-26 Key areas of work design27-28 Long-term support29-31 Resilience32-33 How HR can manage stress34-36 Managing employees who are absent

with stress37-43 Preventing work-related stress claims44-46 Stress policies47-50 Case studies51-52 Conclusion and questions

Introduction

Introduction to Toronto Training and HR

• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden

• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR

are:- Training event design- Training event delivery- Reducing costs- Saving time- Improving employee engagement &

morale- Services for job seekers

Definition

DefinitionWhat is work-related stress?

Business advantages of taking an interest

Business advantages of taking an interest

Improving productivityReducing absenceIncreasing qualityBetter customer serviceStaff retentionIncreasing loyalty and motivationAttracting the best people

Top causes of stress at work

Top causes of stress at work

WorkloadsExternal relationshipsOrganizational change and restructuringManagement styles

Tackling the issue

Tackling the issue 1 of 2

Employee surveysTraining for managers and/or non-managers Risk assessmentsEmployee Assistance programsFlexible working options Improved work–life balance

Tackling the issue 2 of 2

Policy, procedures and systems auditProblem-centred approachWellbeing approachEmployee-centred approach

Signs of stress

Signs of stress 1 of 6

WORK PERFORMANCEdeclining/inconsistent performanceuncharacteristic errorsloss of control over workloss of motivation/commitmentindecisionlapses in memoryincreased time at worklack of holiday planning/usage


REGRESSIONcryingargumentsundue sensitivityirritability/moodinessover-reaction to problemspersonality clashessulkingimmature behaviour


WITHDRAWALarriving late to workleaving earlyextended lunchesabsenteeismresigned attitudereduced social contactelusiveness/evasiveness


AGGRESSIVE BEHAVIOURmalicious gossipcriticism of othersvandalismshoutingbullying or harassmentpoor employee relationstemper outbursts


OTHER BEHAVIOURSout of character behaviourdifficulty in relaxingincreased consumption of alcoholincreased smokinglack of interest in appearance/hygieneaccidents at home or workreckless drivingunnecessary risk taking


PHYSICAL SIGNSnervous stumbling speechsweatingtiredness/lethargyupset stomach/flatulencetension headacheshand tremorrapid weight gain or lossconstantly feeling cold

Measures to reduce workplace stress

Measures to reduce workplace stress 1 of 3

ACTIONS TAKEN COULD INCLUDEUndertaking a stress audit and subsequently directing resources to reduce or eliminate the sources of stressPeople management skills development for managers at all levelsThe development of a supportive work ethos to encourage staff to discuss stress and seek support when experiencing stress


OTHER INTERVENTIONS MAY BE CONSIDERED WHEN SOURCES OF STRESS CANNOT BE ELIMINATEDStress management and training in relaxation techniquesPromoting healthy behaviour and exercisePersonal counselling schemes


Do you have a policy on mediation and do you know who to turn to if you want to offer it?Do you have policies on rehabilitation and phased returns to work or are members of your occupational health team trained on these issues?

Key areas of work design

Key areas of work design

DemandsControlSupportRelationshipsRoleChange

Long-term support

Long-term support

Do you have policies in place or management training to help prevent this issue occurring again?Do you have policies or guidance about reasonable adjustments and on-going support for employees who have suffered from stress?

Resilience

Resilience 1 of 2

Definition

Resilience 2 of 2

KEY COMPONENTSSelf-belief OptimismPurposeful direction Adaptability Ingenuity Challenge orientation Emotion regulation Support seeking

How HR can manage stress

How HR can manage stress

ObservationRegular reviewSupportive environmentIndividual approachWatch for presenteeism

Managing employees who are absent with

stress

Managing employees who are absent with stress 1 of 2Do you have a sickness absence policy that makes reference to the possibility of home visits?Do you have a standard list of questions that you can ask specialists in order to determine whether a worker is suffering from a disability?Do you have access to occupational health specialists so that you can refer the employee for a medical examination?

Managing employees who are absent with stress 2 of 2Do you have internal or external resources to conduct a risk assessment in relation to someone’s role?Do you have a process to ensure that someone who is suffering from work-related stress has a dedicated point of contact during their absence (this should not be their manager if they are having issues with that manager)?

Preventing work-related stress claims

Preventing work-related stress claims 1 of 6

Do you encourage regular dialogue between managers and employees?Is there a system – either formal or informal – whereby managers and staff can catch up at least monthly? Are these meetings documented (i.e. in an email or via an agenda)?


Before employees are promoted to management level, are they given training that covers:Good people management techniquesBeing able to recognize signs of stress, for example, when people change their behaviour at workAn understanding of their legal obligations from a liability perspective regarding the health, safety and welfare of their people


Is there a policy, intranet guidelines or any available information for employees on what they should do if they are suffering from stress at work? How accessible is this policy/guidance? Try typing ‘stress’ into your intranet search engine – what is the answer?Do you conduct risk assessments in relation to any particular roles or do you have procedures in place to enable you to carry one out if necessary?


Do you have an employee counselling service? If so, is it widely-known about by staff and are they aware that they can access it for help with work-related stress? Try typing ‘employee counselling’ into Google – what is the answer?Do you conduct an annual survey that asks people whether they have suffered from stress? If a survey is carried out, what actions result from any disclosures in that regard?


Adopt flexible working practices – think about altering working hours, enabling remote working or even just permitting employees to attend important family events if they need toBe honest if the organization is going through a tough time – if staff know what is happening, they are more likely to pull together and may even have innovative ideas that could help to improve the situation


If providing salary increases proves difficult, offer other inexpensive incentives such as in-house trainingPromote a ‘fun’ culture as laughter can serve to boost morale

Stress policies

Stress policies 1 of 2

POLICIES SHOULD INCLUDEBegin with a clear statement which shows that the organization is committed to developing a working environment that promotes the health and well-being of the organization and its employeesBe supported by senior managementBe kept under constant review together with other policies, procedures and initiatives to ensure that they maximize employee well-being

Stress policies 2 of 2

POLICIES SHOULD INCLUDEProvide for identification of and a regular review of the key well-being indicatorsEnsure the provision of effective advice, support, counselling and training to enhance employee well-beingIncorporate the process for evaluating the effectiveness of all wellbeing initiatives

Case study A

Case study B

Conclusion and questions

Conclusion and questions

SummaryVideosQuestions

Workplace stress and strain February 2012

Business

Transcript of Workplace stress and strain February 2012