Stress August 2010

Effectively dealing with stress

by Fluid

August 2010

Contents

3-4 Introduction to Fluid5-6 Definition7-8 The legal position9-10 Relevant cases11-12 Management competencies13-14 Impact of managers’

behaviour15-16 Impact of stress on individual

employees17-20 Burning people out21-22 Staying calm23-24 Preventing stress25-26 Stress and sickness absence27-28 Other costs of stress29-30 Exercise A31-32 Stress and external

stakeholders33-35 Types of intervention for

managing stress36-37 Five steps to risk assessment-

HSE38-39 Persuading the organisation to

take action40-41 Measures employers use to

combat stress42-43 Monitoring and measuring

stress levels44-45 Factors that encouraged

employers to implement a stress reduction strategy 46-47 Exercise B48-49 Conclusion and questions

Introduction

Introduction to Fluid• Fluid Consulting Limited (Fluid) is a specialist

human resources consultancy headed by Tim Holden MCIPD

• 10 years in banking• 10 years in Human Resources consultancy• Fluid trading since 2006• The core services provided by Fluid are:

- Retention- Selection- Attraction- Remuneration & Reward - Outplacement- Training & HR consultancy

Definition

Definition

• Health & Safety Executive

The legal position

The legal position

• Health & Safety legislation• Disability Discrimination Act• EU legislation

Relevant cases

Relevant cases• McAdie v Royal Bank of Scotland• Deadman v Bristol City Council

Management competencies

Management competencies

• Respectful & responsible; managing emotions and having integrity

• Managing and communicating existing and future work

• Reasoning/managing difficult situations• Managing the individual within the team

Impact of managers’ behaviour

Impact of managers’ behaviour• Demands

• Control• Support• Relationship• Role• Change

Impact of stress on individual employees

Impact of stress on individual employees

• Impact of stress on physical health• Impact of stress on mental health and

state of mind• Impact of stress on

engagement/motivation/commitment

Burning people out

Burning people out 1 of 3“Hey, Sarah, we’re having a bad year, soif you want any kind of bonus at all, you’regoing to have to grin and bear it to just work harder than ever before.Sorry, I know it’s tough, but that’s justthe reality.”

Burning people out 2 of 3“Hey, Sarah, I know that there’s a lot of pressure on you now, on all of us, really, and I want to make sure you’re getting it all done. Let me know how I can help.”

Burning people out 3 of 3“Hey, Sarah, I know that there’s a lot of pressure on you now, on all of us, really, and I want to make sure you’re taking care of all the things that are important to you – not only at work but in other areas of your life, too – so that you don’t burn out. What small changes could you try here that would make things easier, so you’d have more energy to focus on performing well for our business? We desperately need your best efforts!”

Staying calm

Staying calm• Be a predictable leader• Map the anxiety in your situation• Correct overfunctioning and

underfunctioning relationships

Preventing stress

Preventing stressCarefully assess different job roles to identify the skills and competencies required Use personality assessment as a part of your recruitment strategy to ensure a good match between people and job rolesRemember that people respond in different ways under pressureGive people control over their workload and a high level of autonomy to buffer the negative effects of stressUnderstand your employees’ individual needs and responses in times of stressManage your own stress levelsUse teambuilding to create a supportive work environment that will help people manage the effects of stress.

Stress and sickness absence

Stress and sickness absence

• Sickness absence due to stress-related ill health

• Ill-health indirectly due to stress or exacerbated by stress

• Sickness absence as a way with coping with stressful work situations

• Sickness absence due to poor engagement/motivation/commitment

Other costs of stress

Other costs of stress

• Stress can lead to higher rates of accident and injury

• Stress can lead to workplace conflict• Stress can lead to poor employee relations

and disputes• Absence of stress management or high

stress levels may lead to increased insurance premiums

Exercise A

Stress and external stakeholders

Stress and external stakeholders

• Reputation/goodwill/PR• Employer brand, retention and recruitment• Investor relations

Types of intervention for managing stress

Types of intervention for managing stress (1 of 2)

• Primary interventions• Secondary interventions• Tertiary interventions

• Organisational interventions• Manager or team-level interventions• Individual interventions

Types of intervention for managing stress (2 of 2)• Stress policy

• Training for managers on how to manage stress in their staff

• Stress risk assessments at team or individual level

• Learning & development interventions for individuals on stress management/coping/resilience

• Counselling• Return to work/rehabilitation

Five steps to risk assessment-HSE

Five steps to risk assessment-HSE

• Identify the hazards/stress risk factors• Decide who might be harmed and why• Evaluate the risks• Record the findings• Monitor and review

Persuading the organisation to take

action

Persuading the organisation to take action

• Establish the current situation• Generate data and proposals• Communicate using appropriate channels• Maintain ongoing buy-in

Measures employers use to combat stress

Measures employers use to combat stress

Counselling and employee assistance programmesPolicies on bullying/harassmentFlexible working/work life balance policiesWorkshops/training for managersWorkshops/training for employeesMassagesCognitive behaviour therapyMediaJob swapping/matching

Monitoring and managing stress levels

Monitoring and managing stress levels

• Performance or efficiency; stress or anxiety

• Symptoms and costs of chronic stress• Making lifestyle changes

Factors that encouraged

implementation of a stress reduction

strategy

Factors that encouraged implementation of a stress

reduction strategyCurrent economic climateConcern for staff wellbeingFear of legal claims by employeesHigh sickness absence figuresConcerns over productivityFear of H&SE improvement orderTime of business changeHigh staff turnoverAt staff request

Exercise B-Case studies

Exercise B

Conclusion & Questions

Conclusion

• Summary• Questions

Stress August 2010

Business

Transcript of Stress August 2010