Stressed out; what can be done?<br />by Toronto Training and HR <br />March 2011<br />
Contents<br />	3-4 Introduction to Toronto 	Training and 		HR<br />	5-6	Definitions<br />	7-8	Drill A<br />	9-10	Post-trau...
Page 3<br />Introduction<br />
Page 4<br />Introduction to Toronto Training and HR<br />Toronto Training and HRis a specialist training and human resourc...
Training course delivery</li></ul>-  Reducing costs<br /><ul><li>Saving time
Improving employee engagement & morale
Services for job seekers</li></li></ul><li>Page 5<br />Definition<br />
Page 6<br />Definition<br />WORLD HEALTH ORGANIZATION<br />The response people may have when presented with work demands a...
Page 7<br />Drill A<br />
Page 8<br />Drill A <br />
Page 9<br />Post-traumatic growth<br />
Page 10<br />Post-traumatic growth<br />Understanding the response to trauma<br />Reducing anxiety<br />Engaging in constr...
Page 11<br />Master resilience training (MRT)<br />
Page 12<br />Master resilience training (MRT)<br />Building mental toughness<br />Building signature strengths<br />Buildi...
Page 13<br />Excessive job stress<br />
Page 14<br />Excessive job stress 1 of 7<br />SYMPTOMS<br />Fatigue<br />Insomnia<br />High blood pressure<br />Headaches<...
Page 15<br />Excessive job stress 2 of 7<br />CAUSES<br />Unpredictability of employment<br />Work overload<br />Lack of f...
Page 16<br />Excessive job stress 3 of 7<br />CONSEQUENCES<br />Mental<br />Physical<br />Social<br />Economic<br />
Page 17<br />Excessive job stress 4 of 7<br />MAIN FACTORS OF STRESS<br />Too fast working process or disappointment with ...
Page 18<br />Excessive job stress 5 of 7<br />FIVE BASIC REACTIONS<br />1. Sharing grievances with others, without taking ...
Page 19<br />Excessive job stress 6 of 7<br />REDUCING STRESS ON THE JOB<br />Take charge of your situation<br />Be realis...
Page 20<br />Excessive job stress 7 of 7<br />REDUCING STRESS ON THE JOB<br />Take care of your physical health<br />Learn...
Page 21<br />Strategies of stress management<br />
Page 22<br />Strategies of stress management 1 of 2<br />Underevaluation<br />Denial of guilt<br />Diversion<br />Alternat...
Page 23<br />Strategies of stress management 2 of 2<br />Avoidance<br />Escape tendency<br />Perseverance<br />Acquiescenc...
Page 24<br />Measures<br />
Page 25<br />Measures<br />Personal and workstation characteristics<br />Hours worked<br />Workaholism components<br />Wor...
Page 26<br />Work-life balance and stress<br />
Page 27<br />Work-life balance and stress 1 of 2<br />Manageable workload 48%<br />Choose the work hours 46%<br />Choose t...
Page 28<br />Work-life balance and stress 2 of 2<br />Part-time with benefits 39%<br />Spread out work week 34%<br />Long ...
Page 29<br />Coping with stress<br />
Page 30<br />Coping with stress<br />Just say no<br />Remove any non-assertive beliefs<br />Practice being more assertive ...
Page 31<br />Duty of employers<br />
Page 32<br />Duty of employers<br />Dismissal from employment, Wallace v. United Grain Growers Ltd. (1997)<br />The modifi...
Page 33<br />Actions to reduce job stress<br />
Page 34<br />Actions to reduce job stress 1 of 2<br />Lower work load<br />A better supervisor/management<br />Better pay/...
Page 35<br />Actions to reduce job stress 2 of 2<br />More job security<br />More resources/budget<br />More time to compl...
Page 36<br />Eliminating stress<br />
Page 37<br />Eliminating stress 1 of 5<br />STAGE ONE<br />Recognize the cause of stress <br />Recognize the cause of your...
Page 38<br />Eliminating stress 2 of 5<br />STAGE TWO<br />Catch yourself when you are thinking negative thoughts and repl...
Page 39<br />Eliminating stress 3 of 5<br />STAGE THREE<br />Take better care of yourself <br />Recognize the cause of you...
Page 40<br />Eliminating stress 4 of 5<br />STAGE FOUR<br />Calming rituals<br />Recognize the cause of your stress.  Ther...
Page 41<br />Eliminating stress 5 of 5<br />STAGE FIVE<br />Remember what is good in your life <br />Recognize the cause o...
Page 42<br />Prostitutes and stress<br />
Page 43<br />Prostitutes and stress<br />Stressors<br />Moderators<br />Strains<br />
Page 44<br />Police stressors<br />
Page 45<br />Police stressors 1 of 2 <br />The feeling that different rules apply to different people<br />Feeling like yo...
Page 46<br />Police stressors 2 of 2 <br />Lack of resources <br />Dealing with supervisors <br />Unequal sharing of work ...
Page 47<br />Drill B<br />
Page 48<br />Drill B <br />
Page 49<br />Case study A<br />
Page 50<br />Case study A  <br />
Page 51<br />Case study B<br />
Page 52<br />Case study B  <br />
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Stressed out; what can be done March 2011

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Half day interactive open workshop in Toronto on stress.

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Stressed out; what can be done March 2011

  1. 1. Stressed out; what can be done?<br />by Toronto Training and HR <br />March 2011<br />
  2. 2. Contents<br /> 3-4 Introduction to Toronto Training and HR<br /> 5-6 Definitions<br /> 7-8 Drill A<br /> 9-10 Post-traumatic growth<br /> 11-12 Master resilience training (MRT)<br /> 13-20 Excessive job stress<br /> 21-23 Strategies of stress management<br /> 24-25 Measures<br />26-28 work-life balance and stress<br />29-30 Coping with stress<br /> 30-42 Questions to ask<br />31-32 Duty of employers<br />33-35 Actions to reduce job stress<br />36-41 Eliminating stress<br /> 42-43 Prostitutes and stress<br />44-46 Police stressors<br />47-48 Drill B<br />49-50 Case study A<br />51-52 Case study B<br />53-54 Conclusion and questions<br />
  3. 3. Page 3<br />Introduction<br />
  4. 4. Page 4<br />Introduction to Toronto Training and HR<br />Toronto Training and HRis a specialist training and human resources consultancy headed by Timothy Holden <br />10 years in banking<br />10 years in training and human resources<br />Freelance practitioner since 2006<br />The core services provided by Toronto Training and HR are:<br /><ul><li>Training course design
  5. 5. Training course delivery</li></ul>- Reducing costs<br /><ul><li>Saving time
  6. 6. Improving employee engagement & morale
  7. 7. Services for job seekers</li></li></ul><li>Page 5<br />Definition<br />
  8. 8. Page 6<br />Definition<br />WORLD HEALTH ORGANIZATION<br />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<br />
  9. 9. Page 7<br />Drill A<br />
  10. 10. Page 8<br />Drill A <br />
  11. 11. Page 9<br />Post-traumatic growth<br />
  12. 12. Page 10<br />Post-traumatic growth<br />Understanding the response to trauma<br />Reducing anxiety<br />Engaging in constructive self-disclosure<br />Creating a narrative in which the trauma is seen as a fork in the road that enhances the appreciation of paradox<br />Articulating life principles<br />
  13. 13. Page 11<br />Master resilience training (MRT)<br />
  14. 14. Page 12<br />Master resilience training (MRT)<br />Building mental toughness<br />Building signature strengths<br />Building strong relationships<br />
  15. 15. Page 13<br />Excessive job stress<br />
  16. 16. Page 14<br />Excessive job stress 1 of 7<br />SYMPTOMS<br />Fatigue<br />Insomnia<br />High blood pressure<br />Headaches<br />Ulcers<br />Heartburn<br />Inability to concentrate or relax<br />Changes in appetite<br />Waning sexual interest<br />
  17. 17. Page 15<br />Excessive job stress 2 of 7<br />CAUSES<br />Unpredictability of employment<br />Work overload<br />Lack of flexibility<br />Personality conflict<br />Too much responsibility<br />Changes in technology<br />Lack of training <br />
  18. 18. Page 16<br />Excessive job stress 3 of 7<br />CONSEQUENCES<br />Mental<br />Physical<br />Social<br />Economic<br />
  19. 19. Page 17<br />Excessive job stress 4 of 7<br />MAIN FACTORS OF STRESS<br />Too fast working process or disappointment with not being promoted<br />Too much or too little work<br />Displacement, change of work environment, change of co-workers<br />Change in the nature of work or managing style<br />Unclear relationships with the superiors, insufficient space for own decision-making<br />Irregular or too long working hours, monotony of work<br />Dangerous work (feeling of risk), violence at the workplace<br />
  20. 20. Page 18<br />Excessive job stress 5 of 7<br />FIVE BASIC REACTIONS<br />1. Sharing grievances with others, without taking direct steps to change the situation<br />2. Working longer and harder to reduce the overload<br />3. Switching to an engrossing recreational activity, so they can return refreshed and do more work in a shorter time<br />4. Withdrawing physically from the situation by quitting, seeking another job or reducing the time and energy spent at work<br />5. Analyzingthe situation, revising strategies and looking for ways to change things<br />
  21. 21. Page 19<br />Excessive job stress 6 of 7<br />REDUCING STRESS ON THE JOB<br />Take charge of your situation<br />Be realistic about what you can change<br />Take one task at a time<br />Be honest with colleagues<br />Let your employer help<br />Slow down<br />Recognize danger signs of job stress<br />
  22. 22. Page 20<br />Excessive job stress 7 of 7<br />REDUCING STRESS ON THE JOB<br />Take care of your physical health<br />Learn to relax<br />Do not neglect your private life<br />Carefully evaluate your job and its relationship to your goals <br />
  23. 23. Page 21<br />Strategies of stress management<br />
  24. 24. Page 22<br />Strategies of stress management 1 of 2<br />Underevaluation<br />Denial of guilt<br />Diversion<br />Alternate satisfaction<br />Control over situation<br />Control over reactions<br />Positive self-instructions<br />Need for social support<br />
  25. 25. Page 23<br />Strategies of stress management 2 of 2<br />Avoidance<br />Escape tendency<br />Perseverance<br />Acquiescence<br />Self-blame <br />
  26. 26. Page 24<br />Measures<br />
  27. 27. Page 25<br />Measures<br />Personal and workstation characteristics<br />Hours worked<br />Workaholism components<br />Workload<br />Work intensity<br />Organizational values<br />Work engagement<br />
  28. 28. Page 26<br />Work-life balance and stress<br />
  29. 29. Page 27<br />Work-life balance and stress 1 of 2<br />Manageable workload 48%<br />Choose the work hours 46%<br />Choose the work days 44%<br />Compressed work week 43%<br />Management understands 40%<br />Short term leave 40%<br />
  30. 30. Page 28<br />Work-life balance and stress 2 of 2<br />Part-time with benefits 39%<br />Spread out work week 34%<br />Long term leave 33%<br />More work from home 32%<br />Share job with someone 28%<br />Less commuting time 28%<br />Less job-related travel 24%<br />Daycare close by 20%<br />
  31. 31. Page 29<br />Coping with stress<br />
  32. 32. Page 30<br />Coping with stress<br />Just say no<br />Remove any non-assertive beliefs<br />Practice being more assertive with others by scaling<br />Preparing to refuse or disagree<br />Communicate your request assertively<br />Keep it positive and non-challenging <br />
  33. 33. Page 31<br />Duty of employers<br />
  34. 34. Page 32<br />Duty of employers<br />Dismissal from employment, Wallace v. United Grain Growers Ltd. (1997)<br />The modification of terms to a collective agreement, Municipality of Metropolitan Toronto v. Canadian Union of Public Employees (1990)<br />Harassment and discrimination, Janzen and Govereauv. Platy Enterprises Ltd. (1989)<br />Intentional or negligent infliction of nervous shock, <br />Steeves v. R. (1995)<br />
  35. 35. Page 33<br />Actions to reduce job stress<br />
  36. 36. Page 34<br />Actions to reduce job stress 1 of 2<br />Lower work load<br />A better supervisor/management<br />Better pay/benefits/vacation<br />Nothing will work/quitting<br />More flexibility in hours worked<br />Fewer hours/more time off<br />Better communication with management<br />No changes needed<br />Better relationships with co-workers/less conflict<br />Less demanding customers/clients<br />
  37. 37. Page 35<br />Actions to reduce job stress 2 of 2<br />More job security<br />More resources/budget<br />More time to complete work/longer deadlines<br />More control/decision-making<br />Co-workers work harder and more competently<br />Improved/more training<br />Clearer priorities set by employer<br />Less work load<br />Better working conditions<br />Less red tape, rules, bureaucracy<br />
  38. 38. Page 36<br />Eliminating stress<br />
  39. 39. Page 37<br />Eliminating stress 1 of 5<br />STAGE ONE<br />Recognize the cause of stress <br />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?<br />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?<br />
  40. 40. Page 38<br />Eliminating stress 2 of 5<br />STAGE TWO<br />Catch yourself when you are thinking negative thoughts and replace them with positive ones <br />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?<br />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?<br />
  41. 41. Page 39<br />Eliminating stress 3 of 5<br />STAGE THREE<br />Take better care of yourself <br />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?<br />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?<br />
  42. 42. Page 40<br />Eliminating stress 4 of 5<br />STAGE FOUR<br />Calming rituals<br />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?<br />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?<br />
  43. 43. Page 41<br />Eliminating stress 5 of 5<br />STAGE FIVE<br />Remember what is good in your life <br />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?<br />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?<br />
  44. 44. Page 42<br />Prostitutes and stress<br />
  45. 45. Page 43<br />Prostitutes and stress<br />Stressors<br />Moderators<br />Strains<br />
  46. 46. Page 44<br />Police stressors<br />
  47. 47. Page 45<br />Police stressors 1 of 2 <br />The feeling that different rules apply to different people<br />Feeling like you always have to prove yourself to the organization <br />Inconsistent leadership style <br />Dealing with the court system <br />Bureaucratic red tape <br />Perceived pressure to volunteer free time <br />Staff shortages <br />Excessive administrative duties <br />Dealing with co-workers <br />Leaders over-emphasize the negatives <br />
  48. 48. Page 46<br />Police stressors 2 of 2 <br />Lack of resources <br />Dealing with supervisors <br />Unequal sharing of work responsibilities <br />Constant changes to policy/legislation<br />The need to be accountable for doing your job <br />Too much computer work <br />Inadequate equipment <br />Internal investigations <br />If sick or injured your co-workers seem to look down on you <br />Lack of training on new equipment<br />
  49. 49. Page 47<br />Drill B<br />
  50. 50. Page 48<br />Drill B <br />
  51. 51. Page 49<br />Case study A<br />
  52. 52. Page 50<br />Case study A <br />
  53. 53. Page 51<br />Case study B<br />
  54. 54. Page 52<br />Case study B <br />
  55. 55. Page 53<br />Conclusion & Questions<br />
  56. 56. Page 54<br />Conclusion<br />Summary<br />Questions<br />

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