The Leader's Guide to Managing Workplace Stress

Executive Briefing

The Leader’s Guide to Managing Workplace Stress

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©2010 Profiles International, Inc. All rights reserved. 937.550.9580

The Leader’s Guide to Managing Workplace Stress. Copyright 2010 by Profiles International. Printed and bound in the United States of
America. All rights reserved. No part of the report may be reproduced in any form or by any electronic or mechanical means including
information storage and retrieval systems without written permission from the publisher.

Publisher
Profiles Research Institute
Dario Priolo, Managing Director
5205 Lake Shore Drive
Waco, Texas 76710-1732
Profiles International

Acknowledgements
CEO, Co-founder, Profiles International: Jim Sirbasku
President, Co-founder, Profiles International: Bud Haney
Editor-in-Chief: Dario Priolo
Managing Editor: Carrie D. Martinez
Assistant Editor: Natalie Hefner
Creative Director: Kelley Taylor

The Leader’s Guide to Managing Workplace Stress| 2
©2010 Profiles International, Inc. All rights reserved.

“
Scope of Stress in Today’s Workplace
This briefing is designed to help executives understand, recognize and effectively deal with
stress in the workplace. As a senior executive, it will help you:

Globally, more than 1.
2.
Raise your awareness of the causes and effects of excessive stressors
Encourage and support the use of good practices and preventative measures by
3 out of 5 doctor 3.
supervisors and employees
Provide tools and techniques for assessing and managing stress within a workgroup

visits are for stress 4. Help learners recognize signs of stress in themselves and others, and take appropriate
measures

related problems. Important Definitions

”
• ‘Stress’ is commonly used to describe the external exposures, pressures and demands
that we face; the coping mechanisms that we use to deal with them; and the
consequences of our coping mechanisms.  Furthermore, job stress can be defined as
the harmful physical and emotional responses that occur when the requirements of the
job do not match the capabilities, resources or needs of the worker.  To avoid confusion,
Foundation for Integrated the term ‘stress’ will be used as the overall descriptor, while  ‘stressor’ and ‘distress’
Research in Mental Health refer to the causes (exposures, input), responses and outcomes (effects, outputs),
respectively.

• ‘Stressor’ refers to pressures, challenges or demands that produce adaption responses.
Stressors are known to have the potential to cause distress and health problems.

• ‘Distress’ refers to negative emotional, behavioral or physical reactions.



1. The Origins of Stress

While research on job stress has greatly expanded in recent years, confusion
remains about the cause, effects, and prevention of work‐related stressors.

Stressors are ubiquitous for all of us. Exposure to stressors can be both work‐related and non‐
work‐related. It is important to realize that stressors can have cumulative effects, and that
simultaneous exposure to multiple stressors without sufficient recovery time can lead to an
individual’s increased vulnerability.

Stressors are interactive and interdependent, an important fact that must be recognized. While
this document deals with work‐related stressors, keep in mind that distress resulting from non‐
work‐related causes is quite common and impacts the individual’s workplace. Conversely,
distress resulting from work‐related causes will impact an individual’s life outside of the work
environment.

Did you know?

Stress is linked to the six leading causes of death – heart disease, cancer,
lung ailments, cirrhosis of the liver and suicide.

American Psychological Association, 2005



2. Stress is a Concern to All of Us

Did you know? Stress is the root cause of anxiety and depression – affecting over 36
million people in American’s workforce.*

62% of Americans say work Work‐related distress has been shown to affect millions of workers across all types of
employment sectors. Work‐related mental illnesses are becoming one of the major
has a significant impact on stress levels
causes of occupational illness and lost work‐years. Work‐related stressors have the
potential to alter a person’s health, job motivation or commitment to work.
52% of workers are more stressed This may lead to:
because of work than home.
1. an increase in the likelihood or severity of a number of illnesses including:

61% of workers list heavy workloads • Physical illnesses and injuries (heart disease, musculoskeletal disorders,
gastrointestinal disturbances and various minor illnesses)
as a significant impact on stress levels. • Psychological effects and mental illnesses (sleep problems, anxiety and
depression)
2. increased absenteeism
54% of workers are concerned about 3. an increase in the frequency of accidents
4. reduced morale
health problems caused by stress.
5. increased staff turnover
6. reduced productivity at work or at home

* American Psychological Association (APA)


3. Accountability and Responsibilities

Occupational stressors are more difficult to assess than other health & safety
Did you know? hazards.
Within any occupation there may be a Businesses that are concerned about promoting the health and safety of their employees must assess
multitude of stressors, and each and manage any business‐related risks that may affect that health and safety. Occupational stressors
employee will respond in a different and distress seem to be more difficult to assess than other health and safety hazards. It is essential,
way to each stressor. therefore, that we apply the same rigor in assessing and managing workplace distress hazards that
we do for all health and safety risks.
Typical examples of work‐related
stressors include: All parties within an organization should be aware of the need to address potential health‐related
problems in the workplace:
1. lack of control
2. time/deadline pressure • The company is normally considered to be accountable for taking reasonably practicable actions
3. poor relationships to reduce risks, thus ensuring that work activity does not adversely impact the health of staff.
4. excessive travel
5. lack of consultation/communication • Supervisors are responsible for assisting employees in maintaining a healthful work environment.
6. work overload This includes looking at how work is organized, being vigilant regarding employee vulnerabilities
7. understaffing and seeing if there are ways to relieve pressure so that it does not become excessive. In addition,
8. organizational change it is important to check to see if others are impacted by changes in team dynamics. Supervisors
9. threat of redundancy should be aware of available resources to which they can point employees who may need
assistance in dealing with stress.
• Individuals are responsible for notifying their supervisors of any issues related to their own
perceived stress, or stress that they observe in others. This requires a partnership between the
individual and the supervisor based on honesty and trust. Individuals should also familiarize
themselves with available resources and support.



4. How do Stressors Affect People?

Low morale, health and job complaints, and employee turnover often
provide the first signs of job stress.

The way we think alters the way we are affected by stressors. What is stressful to one
individual may not be stressful to another. What is stressful to an individual today may
not be stressful tomorrow. Distress is related to the perception of loss of control that
results from an imbalance between the pressures being exerted on the individual and
that individual’s resources. When pressures and demands rise to a level at which the
person feels out of control, his way of thinking, feeling and behaving will be altered.

As a result, changes in physiological functions occur which, if unresolved, can lead to
health problems. However, people tend to perform better when under a moderate
amount of pressure (see Figure 1). In Figure 1, A and B both represent high‐performing
individuals and teams. A, however, is working comfortably within the optimum zone of
pressure, while B is distressed and is at risk for developing adverse reactions.

Working at peak performance (high point on graph) is acceptable for short periods,
but it is beyond the optimum zone, the level at which people can comfortably work
continuously. The risk of remaining at the peak for long periods is the likelihood of
additional events adding to the pressure and pushing the individual into the overload
zone.

Once an individual has moved past the peak zone and into the overload zone, the movement down the slope can be sudden and unexpected.
This can result in illness if there is no intervention. A low level of perceived control of the work situation (procedures, work pacing and
decisions) seems to increase the risk of health problems. Furthermore, a low level of support and feedback from supervisors and coworkers
may increase the risk of poor health.



5. How to Recognize the Signs of Distress

Problems at work are more strongly associated with health complaints than are any other life stressor – more
so than even financial problems or family problems.*

A sustained change in behavior and performance can be an early sign that an employee is suffering distress. Look out for deteriorating relationships
with colleagues, irritability, indecisiveness, absenteeism or reduced performance. Perceived distress will not always result in signs that are apparent to
others, and initial changes may be quite subtle (see also examples in Table 1).

Examples of various signs and symptoms of distress:

Emotional Intellectual Social Physical

• confusion • lack of concentration & focus • more accidents • perspiring
• loss of sense of proportion • missing the point • carelessness • looking flushed
• lack of confidence • unable to make decisions/plans • overreacting • increased dependence on
• forgetfulness • can’t see the forest for the trees • angry outbursts smoking, drinking or drugs
• mental block • short on ideas • can’t keep still or settle down • eating too much or too little
• lack of enthusiasm • thinking about the past all the • confused speech • clumsiness
• feeling victimized time • withdrawing from people and • minor ailments, headaches
• negativity • decreased work performance events • insomnia
• depression • missed deadlines • aggressive driving

* National Institute of for Occupational Safety and Health
DHHS (NIOSH) Publication No. 99‐101


6. Preventing and minimizing workplace distress

Nearly one‐half of large companies in the United States provide some type of
stress management training for their workforces. *

Most of the things that a supervisor can do to minimize or prevent distress are products of good
management. It is important to be aware of any pressures that might negatively impact any
individual, and to intervene before anybody comes to harm.

Good management practices include:

• Learning about what causes distress in the workplace, working actively to improve the
working environment and minimizing stressors within your control.
• Finding out whether distress could be a problem for individuals in your work group by
implementing a systematic assessment.
• Working to eliminate or manage internal issues that are affecting staff.
• Understanding one’s own physiological response to stressors and working to adopt a
proactive stance.

Did you know?

The Wall Street Journal reported that one third of people surveyed considered
quitting their jobs because of stress and 14 % actually did.

* National Institute of for Occupational Safety and Health
DHHS (NIOSH) Publication No. 99‐101


7. Dealing with stressed-out and distressed employees

The most direct way to reduce stress in the workplace is to Identify the most common stressors and design a strategy to
deal with the root cause.

1 4
Listen to the individual. Talk with the employee about anything in the workplace that is contributing to
the distress. Do not try to solve non‐work‐related issues, but be open and supportive. Recognize that
non‐work problems can make it difficult for people to cope with the pressures of work. It is in a
in supervisor’s best interest to remain understanding.
Consider consulting Human Resources (HR)—they may be able to help depending upon the situation.
workers have taken a Depending on the issue, you may decide to refer the individual directly to Occupational Health. They
will make a medical assessment and give professional health advice to the individual. When deciding
‘mental health day’ off whether to refer someone to Occupational Health, it is important to consider the following two options:
from work to cope with
stress 1. If the issue is minor or if you feel that the individual would receive real benefit suggest to the
individual that he consider consulting with Medical/Occupational Health staff.
‐APA Survey, 2004 2. If the issue is absence‐related, if health care is required or if the person states that the cause is
work‐related, then make a formal referral to Medical/Occupational Health.

Medical/Occupational Health staff will help to determine whether the issue is ultimately work‐related.
Involve the employee in decisions by jointly agreeing on actions.
Follow up after one month to check on whether things have improved.
Find out whether others are also experiencing distress at work. If one member of the team is suffering from work‐related distress, he or she may
represent the tip of an iceberg.
Finally, remember that health‐related issues are ‘privacy cases’ and should remain confidential. It is imperative that confidentiality is not
breached in any communications unless such action is necessary to comply with the law or with the health and safety of the individual or others.



8. Managing your own stress

Learn good stress management skills before distress sets in.
Reality is the leading cause of stress
Distress may impact logical thinking, so you may not recognize that you are in the middle of a stressful for those in touch with it.
situation at the time. Below are some brief suggestions for preventing stress and managing your own Jane Wagner
personal stress. Make sure you learn these practices now before you really need them!

1. Develop support structures; talk to other individuals. Stress is when you wake up
2. Take control: screaming and you realize you
• take action … do something haven’t fallen asleep yet.
• say no to excessive demands Unknown
• prioritize
• slow down
• leave on time; take a break There cannot be a stressful crisis
• Exercise next week. My schedule is already
full.
3. Reduce pressure by being objective:
Henry Kissinger
• avoid jumping to conclusions, taking things personally or making mountains out of molehills
• ask the question: Will it really matter five years from now?
• challenge the potentially unreasonable ‘shoulds,’ ‘oughts,’ ‘musts,’ ‘owes’ and ‘deserves,’ etc.
Stress: The confusion created when
4. Avoid using exaggerated labels such as stupid, lazy, dumb, crazy and ugly in conversation with others. one's mind overrides the body's
5. Learn techniques to remain focused like mentally shouting, ‘Stop!’ basic desire to choke the living
daylights out of some jerk who
6. Recognize the impact of change and the stages one goes through when experiencing change. desperately deserves it.
7. Maintain self‐esteem and remember that one is not always alone in one’s thoughts and feelings. Unknown


Stress Assessment Checklist
Good management culture exists when:
• employees are valued, respected and supported
• health issues are treated seriously by the organization
Demands on staff are at the right level when:
• staff are able to cope with the volume and complexity of the work
• work is scheduled sensibly so that there is enough time to carry out the allocated tasks and individuals are not
expected to work excessively long hours
Staff feel in control when:
• they are given a say in how they do their work
• the amount of control they have is balanced with the demands placed upon them
Good relationships exist when:
• there is good communication between supervisors and employees
• employees are not bullied or harassed
• supervisors regularly provide fair and specific feedback on the work done
• supervisors ensure that rewards (salary, promotions and allocation of tasks) are perceived as fair and in
proportion with competence and effort
Good change management exists when supervisors:
• communicate to employees the reason why change is essential
• involve employees and recognize their views
• clearly understand the objective of the change
• ensure a supportive climate for employees
Employees understand their roles when:
• they know how this fits in with the organization’s wider aims and objectives
• jobs are clearly defined to avoid confusion
Good training and support practice exists when:
• employees receive suitable and sufficient training to do their jobs
• employees receive support from their supervisors, even when things go wrong
• the organization encourages people to share their concerns about health and safety and work‐related stress
• the individual is fair to the employer—they discuss their concerns and work towards agreed solutions


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advantage by selecting the right people and their natural tendencies, behaviors and
managing them to their full potential. preferences, and attitudes toward key
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The Executive’s Guide to Strategic Workforce Planning | 13

How We Do It – Overview of our assessments and solutions

Your Business Objective Our Popular Solutions
High‐level Strategic Workforce Management
Identifying high‐potential employees and managers PXT CP360 PSA CSP
Strategic workforce and succession planning PXT PPI CP360 PSA CSP
Restructuring, reorganizing and downsizing PXT PPI PMF WES PSA CSP PLP
Post‐merger integration of organizations PXT PPI PMF WES PSA CSP PLP
Everyday Workforce Management
Basic pre‐employment screening SOS PST
Screening, interviewing and selecting job candidates PXT PST EBC PSA CSP
Onboarding new employees PXT PPI PMF
Improving employee productivity and work quality PXT PPI WES
Improving employee motivation and communication PPI PMF WES
Resolving conflict between co‐workers PPI
Selecting and managing teams PPI
Evaluating management effectiveness PXT PPI CP360 WES
Prioritizing management development needs CP360 WES
Sales and Customer‐facing Workforce Management
Screening, interviewing and selecting job candidates PST EBC PSA CSP
Retaining and growing customers and accounts PSA CSP PLP
Improving sales performance PPI CP360 PMF WES PSA PLP

Legend SOS Step One Survey PMF Profiles Managerial Fit
PXT ProfileXT WES Workplace Engagement Survey
PST Profiles Skills Tests PSA Profiles Sales Assessment
EBC Employee Background Checks CSP Customer Service Profile
PPI Profiles Performance Indicator PLP Profiles LoyaltyPro
CP360 CheckPoint 360


How We Do It – Assessment and solution descriptions

Step One Survey II® (SOSII)
The SOSII is a brief pre‐hire assessment that measures an individual’s basic work‐related values. It is
used primarily as a screening tool early in the candidate selection process.

This assessment provides valid insight into an applicant’s work ethic, reliability, integrity, propensity
for substance abuse, and attitudes toward theft — including property, data and time.

ProfileXT® (PXT)
The PXT assessment measures how well an individual fits specific jobs in your organization. The “job
matching” feature of the PXT is unique, and it enables you to evaluate an individual relative to the
qualities required to successfully perform in a specific job. It is used throughout the employee life
cycle for selection, on‐boarding, managing, and strategic workforce planning.

This assessment reveals consistent, in‐depth, objective insight into an individual's thinking and
reasoning style, relevant behavioral traits, occupational interests, and match to specific jobs in your
organization. It helps your managers interview and select people who have the highest probability
of being successful in a role, and provides practical recommendations for coaching them to
maximum performance. It also gives your organization consistent language and metrics to support
strategic workforce and succession planning, talent management and reorganization efforts.



Profiles Performance Indicator™ (PPI)
The Profiles Performance Indicator is a DISC‐type assessment that reveals aspects of an individual's
personality that could impact their fit with their manager, coworkers and team, and their job
performance. It is used primarily for motivating and coaching employees, and resolving post‐hire
conflict and performance issues.

The PPI specifically measures an individual's motivational intensity and behaviors related to
productivity, quality of work, initiative, teamwork, problem solving, and adapting to change, as well
as response to conflict, stress, and frustration. The output from this assessment serves as an
“operator's manual” for an employee, which helps managers better motivate, coach, and
communicate with the employee. It also helps to predict and minimize conflict among co‐workers,
and it provides crucial information for improving team selection and performance.

A powerful feature of the PPI is the Team Analysis Report, designed to help managers form new
teams, reduce team conflict, improve team communication, improve their ability to anticipate
problems, and enhance their team leadership skills.

It helps evaluate overall team balance, strengths, and weaknesses, as well as team members’
personality characteristics along 12 key factors: control, composure, social influence, analytical,
patience, results orientation, precision, expressiveness, ambition, teamwork, positive expectancy,
and quality of work. It also provides team leaders with practical recommendations and action steps
to take in order to succeed in their jobs.



CheckPoint 360°™
The CheckPoint Management System is a 360‐degree assessment. It is used primarily to evaluate the
effectiveness of your managers and leaders. This assessment combines feedback from direct reports,
peers, supervisors, and even customers, with a personalized program for developing specific
leadership skills based on that feedback. This process highlights a manager’s job performance in 8
universal management competencies: communication, leadership, adapting to change, relationships,
task management, production, development of others, and personal development.

The CheckPoint 360 helps managers identify and prioritize their own development opportunities. And
it helps the organization to better focus management training and development investments;
proactively uncover misaligned priorities between senior executives and front‐line managers; and
surface management issues that could lead to low employee productivity, morale, job‐satisfaction,
and increased turnover.

Profiles Managerial Fit ™ (PMF)
People typically don’t quit their companies, they quit their bosses. Profiles Managerial Fit (PMF)
measures critical aspects of compatibility between a manager and their employees. This report offers
an in‐depth look at one’s approach to learning, as well as six critical dimensions of compatibility with
their manager: self‐assurance, conformity, optimism, decisiveness, self‐reliance, and objectivity.

Managers use this information for adapting their styles in order to get the most from each employee;
improve communication; increase engagement, satisfaction, and productivity; and reduce employee
turnover.


Workplace Engagement Survey (WES)
Our Workplace Engagement Survey (WES) measures the degree to which your employees connect
with their work and feel committed to the organization and its goals. This gives you and your
management team a detailed view of what influences engagement across all of your workforce
segments and how your employees compare statistically to the overall working population.

In addition, the WES measures “satisfaction with employer” and “satisfaction with manager” across
your entire organization, and gives recommendations for your organization to improve.

Profiles Skills Tests (PST)
Profiles International provides comprehensive assessments to measure essential knowledge and
skills. We use powerful technologies, such as performance‐based testing, which simulates popular
software products like Microsoft Office, to ensure accurate, reliable, assessment of knowledge,
skills, and abilities. Our skills assessments cover Software Skills, Clerical Skills, Call Center Skills,
Accounting and Finance, Medical, Nursing, Legal, Industrial, Computer Literacy, Retail, Food
Services, Information Technology, Staffing, and Human Resources.

Employee Background Checks (EBC)
Profiles International provides comprehensive employee background checks for our clients. These
include Consumer Credit Reports, Criminal History Record, Drivers' History Report (DMV), Education
Verification, Employment History Verification, Foreign Nationals Terrorist Sanctions Search (OFAC,
CLFST & OSFI), Identity Verification Search, Incarceration Records Search, Military Service
Verification, Cursory Nationwide Criminal Index Database Search (CNID), and many more.



Profiles Sales Assessment™ (PSA)
The Profiles Sales Assessment (PSA) measures how well a person fits specific sales jobs in your
organization. It is used primarily for selecting, on‐boarding and managing sales people and account
managers.

The “job modeling” feature of the PSA is unique, and can be customized by company, sales position,
department, manager, geography, or any combination of these factors. This enables you to evaluate
an individual relative to the qualities required to perform successfully in a specific sales job in your
organization. It also predicts on‐the‐job performance in seven critical sales behaviors: prospecting,
call reluctance, closing the sale, self‐starting, teamwork, building and maintaining relationships, and
compensation preference.

Customer Service Profile™ (CSP)
The Customer Service Profile (CSP) measures how well a person fits specific customer service jobs in
your organization. It is used primarily for selecting, on‐boarding, and managing customer service
employees.

The CSP also looks at what your current and future employees believe is a high level of customer
service, while at the same time showing where they align (or not) with the company’s perspective.
We have a general industry version of this assessment as well as vertical specialties in hospitality,
healthcare, financial services, and retail.



Profiles Loyalty Pro™ (PLP)
Profiles LoyaltyPro™ is a web‐based customer loyalty surveying tool. Loyalty, as determined
through the “voice of the customer,” is a leading indicator that predicts the “staying power” of an
account.

Profiles LoyaltyPro™ offers companies a tool to gather ongoing, critical account intelligence that
helps them assess the relationship between the buyer and the supplier, ultimately driving the action
plan to improve customer service. Having insight into your customer’s perception of your
relationship allows you to steer the strategic business efforts and initiatives of the account
management teams to continually improve customer relationships and build a network of loyal
customers.


Who We Are
Profiles International helps organizations worldwide create high‐performing workforces.

Through our comprehensive employment assessments and innovative talent management solutions,
our clients gain a competitive advantage by selecting the right people and managing them to their
full potential.

Where We Are
Profiles serves 122 countries
around the globe and has
material in 32 languages.

Contact Us
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