Stressed out; what can be done March 2011

Stressed out; what can be done? by Toronto Training and HR March 2011

Contents 3-4 Introduction to Toronto Training and HR 5-6 Definitions 7-8 Drill A 9-10 Post-traumatic growth 11-12 Master resilience training (MRT) 13-20 Excessive job stress 21-23 Strategies of stress management 24-25 Measures 26-28 work-life balance and stress 29-30 Coping with stress 30-42 Questions to ask 31-32 Duty of employers 33-35 Actions to reduce job stress 36-41 Eliminating stress 42-43 Prostitutes and stress 44-46 Police stressors 47-48 Drill B 49-50 Case study A 51-52 Case study B 53-54 Conclusion and questions

Introduction to Toronto Training and HR Toronto Training and HRis 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: ,[object Object]

Training course delivery- Reducing costs ,[object Object]

Improving employee engagement & morale

Services for job seekers,[object Object]

Definition WORLD HEALTH ORGANIZATION The response people may have when presented with work demands and pressures that are not matched to their knowledge and abilities and which challenge their ability to cope

Post-traumatic growth Understanding the response to trauma Reducing anxiety Engaging in constructive self-disclosure Creating a narrative in which the trauma is seen as a fork in the road that enhances the appreciation of paradox Articulating life principles

Master resilience training (MRT)

Master resilience training (MRT) Building mental toughness Building signature strengths Building strong relationships

Excessive job stress 1 of 7 SYMPTOMS Fatigue Insomnia High blood pressure Headaches Ulcers Heartburn Inability to concentrate or relax Changes in appetite Waning sexual interest

Excessive job stress 2 of 7 CAUSES Unpredictability of employment Work overload Lack of flexibility Personality conflict Too much responsibility Changes in technology Lack of training

Excessive job stress 3 of 7 CONSEQUENCES Mental Physical Social Economic

Excessive job stress 4 of 7 MAIN FACTORS OF STRESS Too fast working process or disappointment with not being promoted Too much or too little work Displacement, change of work environment, change of co-workers Change in the nature of work or managing style Unclear relationships with the superiors, insufficient space for own decision-making Irregular or too long working hours, monotony of work Dangerous work (feeling of risk), violence at the workplace

Excessive job stress 5 of 7 FIVE BASIC REACTIONS 1. Sharing grievances with others, without taking direct steps to change the situation 2. Working longer and harder to reduce the overload 3. Switching to an engrossing recreational activity, so they can return refreshed and do more work in a shorter time 4. Withdrawing physically from the situation by quitting, seeking another job or reducing the time and energy spent at work 5. Analyzingthe situation, revising strategies and looking for ways to change things

Excessive job stress 6 of 7 REDUCING STRESS ON THE JOB Take charge of your situation Be realistic about what you can change Take one task at a time Be honest with colleagues Let your employer help Slow down Recognize danger signs of job stress

Excessive job stress 7 of 7 REDUCING STRESS ON THE JOB Take care of your physical health Learn to relax Do not neglect your private life Carefully evaluate your job and its relationship to your goals

Strategies of stress management

Strategies of stress management 1 of 2 Underevaluation Denial of guilt Diversion Alternate satisfaction Control over situation Control over reactions Positive self-instructions Need for social support

Strategies of stress management 2 of 2 Avoidance Escape tendency Perseverance Acquiescence Self-blame

Measures Personal and workstation characteristics Hours worked Workaholism components Workload Work intensity Organizational values Work engagement

Work-life balance and stress

Work-life balance and stress 1 of 2 Manageable workload 48% Choose the work hours 46% Choose the work days 44% Compressed work week 43% Management understands 40% Short term leave 40%

Work-life balance and stress 2 of 2 Part-time with benefits 39% Spread out work week 34% Long term leave 33% More work from home 32% Share job with someone 28% Less commuting time 28% Less job-related travel 24% Daycare close by 20%

Coping with stress Just say no Remove any non-assertive beliefs Practice being more assertive with others by scaling Preparing to refuse or disagree Communicate your request assertively Keep it positive and non-challenging

Duty of employers Dismissal from employment, Wallace v. United Grain Growers Ltd. (1997) The modification of terms to a collective agreement, Municipality of Metropolitan Toronto v. Canadian Union of Public Employees (1990) Harassment and discrimination, Janzen and Govereauv. Platy Enterprises Ltd. (1989) Intentional or negligent infliction of nervous shock, Steeves v. R. (1995)

Actions to reduce job stress

Actions to reduce job stress 1 of 2 Lower work load A better supervisor/management Better pay/benefits/vacation Nothing will work/quitting More flexibility in hours worked Fewer hours/more time off Better communication with management No changes needed Better relationships with co-workers/less conflict Less demanding customers/clients

Actions to reduce job stress 2 of 2 More job security More resources/budget More time to complete work/longer deadlines More control/decision-making Co-workers work harder and more competently Improved/more training Clearer priorities set by employer Less work load Better working conditions Less red tape, rules, bureaucracy

Eliminating stress 1 of 5 STAGE ONE Recognize the cause of stress Recognize the cause of your stress. There are a few instances where you feel tremendously stressed – which of these triggers can be eliminated from your life? Recognize the cause of your stress. There are a few instances where you feel tremendously stressed – which of these triggers can be eliminated from your life?

Eliminating stress 2 of 5 STAGE TWO Catch yourself when you are thinking negative thoughts and replace them with positive ones Recognize the cause of your stress. There are a few instances where you feel tremendously stressed – which of these triggers can be eliminated from your life? Recognize the cause of your stress. There are a few instances where you feel tremendously stressed – which of these triggers can be eliminated from your life?

Eliminating stress 3 of 5 STAGE THREE Take better care of yourself Recognize the cause of your stress. There are a few instances where you feel tremendously stressed – which of these triggers can be eliminated from your life? Recognize the cause of your stress. There are a few instances where you feel tremendously stressed – which of these triggers can be eliminated from your life?

Eliminating stress 4 of 5 STAGE FOUR Calming rituals Recognize the cause of your stress. There are a few instances where you feel tremendously stressed – which of these triggers can be eliminated from your life? Recognize the cause of your stress. There are a few instances where you feel tremendously stressed – which of these triggers can be eliminated from your life?

Eliminating stress 5 of 5 STAGE FIVE Remember what is good in your life Recognize the cause of your stress. There are a few instances where you feel tremendously stressed – which of these triggers can be eliminated from your life? Recognize the cause of your stress. There are a few instances where you feel tremendously stressed – which of these triggers can be eliminated from your life?

Prostitutes and stress

Prostitutes and stress Stressors Moderators Strains

Police stressors 1 of 2 The feeling that different rules apply to different people Feeling like you always have to prove yourself to the organization Inconsistent leadership style Dealing with the court system Bureaucratic red tape Perceived pressure to volunteer free time Staff shortages Excessive administrative duties Dealing with co-workers Leaders over-emphasize the negatives

Police stressors 2 of 2 Lack of resources Dealing with supervisors Unequal sharing of work responsibilities Constant changes to policy/legislation The need to be accountable for doing your job Too much computer work Inadequate equipment Internal investigations If sick or injured your co-workers seem to look down on you Lack of training on new equipment

Stressed out; what can be done March 2011

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