Stress August 2010

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In-house training course to help managers at a civil engineering business reduce the stress levels of employees and spot the warning signs.

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Stress August 2010

  1. 1. Effectively dealing with stress<br />by Fluid <br />August 2010<br />
  2. 2. Page 2<br />Contents<br />3-4 Introduction to Fluid<br />5-6 Definition<br />7-8 The legal position<br />9-10 Relevant cases<br />11-12 Management competencies<br />13-14 Impact of managers’ behaviour<br />15-16 Impact of stress on individual employees<br />17-20 Burning people out<br />21-22 Staying calm <br />23-24 Preventing stress<br />25-26 Stress and sickness absence<br />27-28 Other costs of stress<br />29-30 Exercise A<br />31-32 Stress and external stakeholders<br />33-35 Types of intervention for managing stress<br />36-37 Five steps to risk assessment-HSE<br />38-39 Persuading the organisation to take action<br />40-41 Measures employers use to combat stress<br />42-43 Monitoring and measuring stress levels<br />44-45 Factors that encouraged employers to implement <br /> a stress reduction strategy <br />46-47 Exercise B<br />48-49 Conclusion and questions<br />
  3. 3. Page 3<br />Introduction<br />
  4. 4. Page 4<br />Introduction to Fluid<br />Fluid Consulting Limited (Fluid) is a specialist human resources consultancy headed by Tim Holden MCIPD <br />10 years in banking<br />10 years in Human Resources consultancy<br />Fluid trading since 2006<br />The core services provided by Fluid are:<br /><ul><li>Retention
  5. 5. Selection</li></ul>- Attraction<br />- Remuneration & Reward <br />- Outplacement<br />- Training & HR consultancy<br />
  6. 6. Page 5<br />Definition<br />
  7. 7. Page 6<br />Definition<br /><ul><li>Health & Safety Executive</li></li></ul><li>Page 7<br />The legal position<br />
  8. 8. Page 8<br />The legal position<br /><ul><li>Health & Safety legislation
  9. 9. Disability Discrimination Act
  10. 10. EU legislation</li></li></ul><li>Page 9<br />Relevant cases<br />
  11. 11. Page 10<br /><ul><li>McAdie v Royal Bank of Scotland
  12. 12. Deadman v Bristol City Council</li></ul>Relevant cases<br />
  13. 13. Page 11<br />Management competencies<br />
  14. 14. Page 12<br />Management competencies<br /><ul><li>Respectful & responsible; managing emotions and having integrity
  15. 15. Managing and communicating existing and future work
  16. 16. Reasoning/managing difficult situations
  17. 17. Managing the individual within the team</li></li></ul><li>Page 13<br />Impact of managers’ behaviour<br />
  18. 18. Page 14<br /><ul><li>Demands
  19. 19. Control
  20. 20. Support
  21. 21. Relationship
  22. 22. Role
  23. 23. Change</li></ul>Impact of managers’ behaviour<br />
  24. 24. Page 15<br />Impact of stress on individual employees<br />
  25. 25. Page 16<br /><ul><li>Impact of stress on physical health
  26. 26. Impact of stress on mental health and state of mind
  27. 27. Impact of stress on engagement/motivation/commitment</li></ul>Impact of stress on individual employees<br />
  28. 28. Page 17<br />Burning people out<br />
  29. 29. Page 18<br />“Hey, Sarah, we’re having a bad year, so<br />if you want any kind of bonus at all, you’re<br />going to have to grin and bear it to just work harder than ever before.<br />Sorry, I know it’s tough, but that’s just<br />the reality.”<br />Burning people out 1 of 3<br />
  30. 30. Page 19<br />“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.”<br />Burning people out 2 of 3<br />
  31. 31. Page 20<br />“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!”<br />Burning people out 3 of 3<br />
  32. 32. Page 21<br />Staying calm<br />
  33. 33. Page 22<br /><ul><li>Be a predictable leader
  34. 34. Map the anxiety in your situation
  35. 35. Correct overfunctioning and underfunctioning relationships</li></ul>Staying calm<br />
  36. 36. Page 23<br />Preventing stress<br />
  37. 37. Page 24<br />Carefully assess different job roles to identify the skills and competencies required <br />Use personality assessment as a part of your recruitment strategy to ensure a good match between people and job roles<br />Remember that people respond in different ways under pressure<br />Give people control over their workload and a high level of autonomy to buffer the negative effects of stress<br />Understand your employees’ individual needs and responses in times of stress<br />Manage your own stress levels<br />Use teambuilding to create a supportive work environment that will help people manage the effects of stress.<br />Preventing stress<br />
  38. 38. Page 25<br />Stress and sickness absence<br />
  39. 39. Page 26<br /><ul><li>Sickness absence due to stress-related ill health
  40. 40. Ill-health indirectly due to stress or exacerbated by stress
  41. 41. Sickness absence as a way with coping with stressful work situations
  42. 42. Sickness absence due to poor engagement/motivation/commitment</li></ul>Stress and sickness absence<br />
  43. 43. Page 27<br />Other costs of stress<br />
  44. 44. Page 28<br /><ul><li>Stress can lead to higher rates of accident and injury
  45. 45. Stress can lead to workplace conflict
  46. 46. Stress can lead to poor employee relations and disputes
  47. 47. Absence of stress management or high stress levels may lead to increased insurance premiums </li></ul>Other costs of stress<br />
  48. 48. Page 29<br />Exercise A<br />
  49. 49. Page 30<br />Exercise A<br />
  50. 50. Page 31<br />Stress and external stakeholders<br />
  51. 51. Page 32<br /><ul><li>Reputation/goodwill/PR
  52. 52. Employer brand, retention and recruitment
  53. 53. Investor relations</li></ul>Stress and external stakeholders<br />
  54. 54. Page 33<br />Types of intervention for managing stress<br />
  55. 55. Page 34<br /><ul><li>Primary interventions
  56. 56. Secondary interventions
  57. 57. Tertiary interventions
  58. 58. Organisational interventions
  59. 59. Manager or team-level interventions
  60. 60. Individual interventions</li></ul>Types of intervention for managing stress (1 of 2)<br />
  61. 61. Page 35<br /><ul><li>Stress policy
  62. 62. Training for managers on how to manage stress in their staff
  63. 63. Stress risk assessments at team or individual level
  64. 64. Learning & development interventions for individuals on stress management/coping/resilience
  65. 65. Counselling
  66. 66. Return to work/rehabilitation</li></ul>Types of intervention for managing stress (2 of 2)<br />
  67. 67. Page 36<br />Five steps to risk assessment-HSE<br />
  68. 68. Page 37<br /><ul><li>Identify the hazards/stress risk factors
  69. 69. Decide who might be harmed and why
  70. 70. Evaluate the risks
  71. 71. Record the findings
  72. 72. Monitor and review</li></ul>Five steps to risk assessment-HSE<br />
  73. 73. Page 38<br />Persuading the organisation to take action<br />
  74. 74. Page 39<br /><ul><li>Establish the current situation
  75. 75. Generate data and proposals
  76. 76. Communicate using appropriate channels
  77. 77. Maintain ongoing buy-in</li></ul>Persuading the organisation to take action<br />
  78. 78. Page 40<br />Measures employers use to combat stress<br />
  79. 79. Page 41<br />Counselling and employee assistance programmes<br />Policies on bullying/harassment<br />Flexible working/work life balance policies<br />Workshops/training for managers<br />Workshops/training for employees<br />Massages<br />Cognitive behaviour therapy<br />Media<br />Job swapping/matching<br />Measures employers use to combat stress<br />
  80. 80. Page 42<br />Monitoring and managing stress levels<br />
  81. 81. Page 43<br /><ul><li>Performance or efficiency; stress or anxiety
  82. 82. Symptoms and costs of chronic stress
  83. 83. Making lifestyle changes </li></ul>Monitoring and managing stress levels<br />
  84. 84. Page 44<br />Factors that encouraged implementation of a stress reduction strategy <br />
  85. 85. Page 45<br />Factors that encouraged implementation of a stress reduction strategy<br />Current economic climate<br />Concern for staff wellbeing<br />Fear of legal claims by employees<br />High sickness absence figures<br />Concerns over productivity<br />Fear of H&SE improvement order<br />Time of business change<br />High staff turnover<br />At staff request<br />
  86. 86. Page 46<br />Exercise B-Case studies<br />
  87. 87. Page 47<br />Exercise B<br />
  88. 88. Page 48<br />Conclusion & Questions<br />
  89. 89. Page 49<br />Conclusion<br />Summary<br />Questions<br />

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