Workplace stress and strain February 2012
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Half day open training event held in Toronto, Canada.
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Workplace stress and strain February 2012
- 1. Workplace stress and strain by Toronto Training and HR February 2012
- 2. 3-4 Introduction to Toronto Training and HR 5-6 Definition Contents 7-8 9-10 Business advantages of taking an interest Top causes of stress at work 11-13 Tackling the issue 14-20 Signs of stress 21-24 Measures to reduce workplace stress 25-26 Key areas of work design 27-28 Long-term support 29-31 Resilience 32-33 How HR can manage stress 34-36 Managing employees who are absent with stress 37-43 Preventing work-related stress claims 44-46 Stress policies 47-50 Case studies 51-52 Conclusion and questions Page 2
- 3. Introduction Page 3
- 4. 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 Page 4
- 5. Definition Page 5
- 6. Definition What is work-related stress? Page 6
- 7. Business advantages of taking an interest Page 7
- 8. Business advantages of taking an interest Improving productivity Reducing absence Increasing quality Better customer service Staff retention Increasing loyalty and motivation Attracting the best people Page 8
- 9. Top causes of stress at work Page 9
- 10. Top causes of stress at work Workloads External relationships Organizational change and restructuring Management styles Page 10
- 11. Tackling the issue Page 11
- 12. Tackling the issue 1 of 2 Employee surveys Training for managers and/or non-managers Risk assessments Employee Assistance programs Flexible working options Improved work–life balance Page 12
- 13. Tackling the issue 2 of 2 Policy, procedures and systems audit Problem-centred approach Wellbeing approach Employee-centred approach Page 13
- 14. Signs of stress Page 14
- 15. Signs of stress 1 of 6 WORK PERFORMANCE declining/inconsistent performance uncharacteristic errors loss of control over work loss of motivation/commitment indecision lapses in memory increased time at work lack of holiday planning/usage Page 15
- 16. Signs of stress 2 of 6 REGRESSION crying arguments undue sensitivity irritability/moodiness over-reaction to problems personality clashes sulking immature behaviour Page 16
- 17. Signs of stress 3 of 6 WITHDRAWAL arriving late to work leaving early extended lunches absenteeism resigned attitude reduced social contact elusiveness/evasiveness Page 17
- 18. Signs of stress 4 of 6 AGGRESSIVE BEHAVIOUR malicious gossip criticism of others vandalism shouting bullying or harassment poor employee relations temper outbursts Page 18
- 19. Signs of stress 5 of 6 OTHER BEHAVIOURS out of character behaviour difficulty in relaxing increased consumption of alcohol increased smoking lack of interest in appearance/hygiene accidents at home or work reckless driving unnecessary risk taking Page 19
- 20. Signs of stress 6 of 6 PHYSICAL SIGNS nervous stumbling speech sweating tiredness/lethargy upset stomach/flatulence tension headaches hand tremor rapid weight gain or loss constantly feeling cold Page 20
- 21. Measures to reduce workplace stress Page 21
- 22. Measures to reduce workplace stress 1 of 3 ACTIONS TAKEN COULD INCLUDE Undertaking a stress audit and subsequently directing resources to reduce or eliminate the sources of stress People management skills development for managers at all levels The development of a supportive work ethos to encourage staff to discuss stress and seek support when experiencing stress Page 22
- 23. Measures to reduce workplace stress 2 of 3 OTHER INTERVENTIONS MAY BE CONSIDERED WHEN SOURCES OF STRESS CANNOT BE ELIMINATED Stress management and training in relaxation techniques Promoting healthy behaviour and exercise Personal counselling schemes Page 23
- 24. Measures to reduce workplace stress 3 of 3 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? Page 24
- 25. Key areas of work design Page 25
- 26. Key areas of work design Demands Control Support Relationships Role Change Page 26
- 27. Long-term support Page 27
- 28. 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? Page 28
- 29. Resilience Page 29
- 30. Resilience 1 of 2 Definition Page 30
- 31. Resilience 2 of 2 KEY COMPONENTS Self-belief Optimism Purposeful direction Adaptability Ingenuity Challenge orientation Emotion regulation Support seeking Page 31
- 32. How HR can manage stress Page 32
- 33. How HR can manage stress Observation Regular review Supportive environment Individual approach Watch for presenteeism Page 33
- 34. Managing employees who are absent with stress Page 34
- 35. Managing employees who are absent with stress 1 of 2 Do 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? Page 35
- 36. Managing employees who are absent with stress 2 of 2 Do 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)? Page 36
- 37. Preventing work-related stress claims Page 37
- 38. 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)? Page 38
- 39. Preventing work-related stress claims 2 of 6 Before employees are promoted to management level, are they given training that covers: Good people management techniques Being able to recognize signs of stress, for example, when people change their behaviour at work An understanding of their legal obligations from a liability perspective regarding the health, safety and welfare of their people Page 39
- 40. Preventing work-related stress claims 3 of 6 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? Page 40
- 41. Preventing work-related stress claims 4 of 6 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? Page 41
- 42. Preventing work-related stress claims 5 of 6 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 to Be 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 Page 42
- 43. Preventing work-related stress claims 6 of 6 If providing salary increases proves difficult, offer other inexpensive incentives such as in-house training Promote a ‘fun’ culture as laughter can serve to boost morale Page 43
- 44. Stress policies Page 44
- 45. Stress policies 1 of 2 POLICIES SHOULD INCLUDE Begin 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 employees Be supported by senior management Be kept under constant review together with other policies, procedures and initiatives to ensure that they maximize employee well-being Page 45
- 46. Stress policies 2 of 2 POLICIES SHOULD INCLUDE Provide for identification of and a regular review of the key well-being indicators Ensure the provision of effective advice, support, counselling and training to enhance employee well-being Incorporate the process for evaluating the effectiveness of all wellbeing initiatives Page 46
- 47. Case study A Page 47
- 48. Case study A Page 48
- 49. Case study B Page 49
- 50. Case study B Page 50
- 51. Conclusion and questions Page 51