Er bestaat een relatie tussen stress op het werk en 7 alledaagse werkomstandigheden: - stress en veel e-mails in inbox - stress en een rommelig bureau - stress en veel uren overwerk - stress en oplopende achterstanden - stress en uitstelgedrag - stress en urgent ad-hoc werk - stress en de hoeveelheid uren in vergaderingen Bedenk wel dat het hier gaat om een relatie, het gaat hier niet om oorzaken!

2. Stress as a function of variable factors in the daily work.
An analysis conducted among more than 4.200 knowledge workers.
The analysis has continuously been conducted among all our participants
since the autumn of 2010, when the analysis was fully developed.

3. The Stress curve
People experience stress when they lose the overview and the control
of the workload and the demands they have to deal with..
Demand
Efficiency
Understress Healthy stress Over stress
Overview and
control
Lost overview and
control

4. Managers - more than 1.400 respondents
Describe your personal stress level at the moment?
Pre-analysis Post-analysis
Very low 2,1 % 2,6 %
Low 19,6 % 27,7 %
Moderate 50,9 % 50,2 %
High 24,1 % 18,2 %
Very high 3,3 % 1,4 %
Total 100,0 % 100,0 %
Staff - more than 2.700 respondents
Describe your personal stress level at the moment?
Pre-Analysis Post-analysis
Very low 5,0 % 5,6 %
Low 27,4 % 35,3 %
Moderate 45,7 % 43,8 %
High 19,3 % 13,7 %
Very high 2,6 % 1,6 %
Total 100,0 % 100,0 %
0.0 %
5.0 %
10.0 %
15.0 %
20.0 %
25.0 %
30.0 %
Pre-analysis Post-analysis
Managers - more than 1.400 respondents
Describe your personal stress level at the moment?
Very high
High
0.0 %
5.0 %
10.0 %
15.0 %
20.0 %
25.0 %
Pre-Analysis Post-analysis
Staff - more than 2.700 respondents
Describe your personal stress level at the moment?
Very high
High
Describe your personal stress level at the moment?
More than 4,000 respondents experienced stress level of stress at the time when the answer the survey.
PEP® has a dramatically influence of the experienced level of stress.

5. Stress as a function of the number of mails in the inbox
Stress level Less than 10 11-25 26-50 More than 50
Very low 8,9 % 5,0 % 3,6 % 2,7 %
Low 32,5 % 30,2 % 29,1 % 20,9 %
Moderate 43,3 % 44,9 % 46,4 % 49,2 %
High 12,2 % 17,9 % 18,9 % 23,9 %
Very high 3,1 % 2,0 % 2,1 % 3,3 %
Total 100,0 % 100,0 % 100,0 % 100,0 %
0.0 %
5.0 %
10.0 %
15.0 %
20.0 %
25.0 %
30.0 %
Less than 10 11-25 26-50 More than
50
Stress as a function of the number of mails in the inbox
Very high
High
Mails in the inbox Pre analysis Post analysis
Lessthan 10 12,4 % 43,1 %
10-25 17,0 % 27,6 %
26-50 12,9 % 12,6 %
More than 50 57,7 % 16,7 %
Total 100,0 % 100,0 %
0.0 %
10.0 %
20.0 %
30.0 %
40.0 %
50.0 %
60.0 %
70.0 %
Less than
10
10-25 26-50 More than
50
How many e-mails are there in your inbox right now?
Pre analysis
Post analysis
How many e-mails are there in your inbox right now?

6. Do you keep papers and other items on your desk
that are not related to the task you are doing?
Stress as a function of papers on the
desktop.
Always Often Seldom Never
Verylow 3,5 % 2,8 % 5,5 % 6,6 %
Low 23,0 % 23,5 % 28,4 % 29,3 %
Moderate 45,4 % 49,7 % 47,2 % 45,9 %
High 24,4 % 21,4 % 16,7 % 16,6 %
Veryhigh 3,7 % 2,7 % 2,2 % 1,7 %
Total 100,0 % 100,0 % 100,0 % 100,0 %
Papers on desk Pre-analysis Post-analysis
Always 32,7 % 9,1 %
Often 35,3 % 26,6 %
Seldom 26,4 % 51,1 %
Never 5,7 % 13,2 %
Total 100,0 % 100,0 %
0.0 %
5.0 %
10.0 %
15.0 %
20.0 %
25.0 %
30.0 %
Always Often Seldom Never
Stress as a function of piles on the desktop
Very high
High
0.0 %
10.0 %
20.0 %
30.0 %
40.0 %
50.0 %
60.0 %
Always Often Seldom Never
Do you keep papers and other items on your
desk that are not related to the task you are
doing?
Pre-analysis
Post-analysis

7. How much daily overtime do you do, on average?
Stress as a function of additional work hours
None usually < 1 hour per day 1-2 hours per day >2 hours pr. day
Very low 7,5 % 3,7 % 2,0 % 0,9 %
Low 35,5 % 26,2 % 17,6 % 14,3 %
Moderate 41,0 % 50,5 % 50,8 % 44,6 %
High 13,9 % 17,8 % 26,2 % 33,2 %
Very high 2,1 % 1,8 % 3,3 % 7,2 %
Total 100,0 % 100,0 % 100,0 % 100,0 %
Additional work hours Per-analysis post-analysis
None usually 26,9 % 31,4 %
Less than 1 hour per day 33,4 % 38,4 %
1-2 hours per day 28,6 % 23,6 %
2-3 hours per day 7,9 % 4,2 %
3-4 hours per day 2,0 % 1,5 %
4-5 hours per day 0,7 % 0,3 %
More than 5 hours per day 0,6 % 0,6 %
Total 100,0 % 100,0 %
0.0 %
5.0 %
10.0 %
15.0 %
20.0 %
25.0 %
30.0 %
35.0 %
40.0 %
45.0 %
None usually < 1 hour per
day
1-2 hours per
day
>2 hours pr.
day
Stress as a function of additional work hours
Very high
High
0.0 %
5.0 %
10.0 %
15.0 %
20.0 %
25.0 %
30.0 %
35.0 %
40.0 %
45.0 %
How much daily overtime do you do, on average?
Per-analysis
post-analysis
PEP® reduces additional work hours with more than 1 hour per week on average

8. Do you put things off until later, that you could have done right away?
Stress as a function of procrastination.
Always Often Seldom Never
Very low 4,5 % 2,5 % 4,4 % 12,2 %
Low 4,5 % 20,2 % 28,4 % 23,8 %
Moderate 31,8 % 48,2 % 47,1 % 45,6 %
High 45,5 % 25,6 % 17,8 % 14,3 %
Very high 13,6 % 3,5 % 2,3 % 4,1 %
Total 100,0 % 100,0 % 100,0 % 100,0 %
Procrastination Pre-analysis Post-analysis
Always 0,5 % 0,0 %
Often 38,5 % 19,4 %
Seldom 57,4 % 75,8 %
Never 3,6 % 4,7 %
Total 100,0 % 100,0 %
0.0 %
10.0 %
20.0 %
30.0 %
40.0 %
50.0 %
60.0 %
70.0 %
80.0 %
Always Often Seldom Never
Do you put things off until later, that you could have
done right away?
Pre-analysis
Post-analysis
0.0 %
5.0 %
10.0 %
15.0 %
20.0 %
25.0 %
30.0 %
35.0 %
Often Seldom Never
Stress as a function of procrastination.
Very high
High

9. Do you accumulate backlogs, tasks that you should have finished?
Stress as a function of working with
backlogs.
Always Often Seldom Never
Very low 0,3 % 1,7 % 5,7 % 13,2 %
Low 9,8 % 17,8 % 32,3 % 36,5 %
Moderate 42,7 % 49,6 % 47,0 % 37,7 %
High 39,0 % 27,7 % 13,2 % 10,1 %
Very high 8,1 % 3,3 % 1,8 % 2,5 %
Total 100,0 % 100,0 % 100,0 % 100,0 %
Working with backlogs Pre-analysis Post-analysis
Always 7,2 % 4,1 %
Often 40,7 % 30,3 %
Seldom 48,2 % 61,4 %
Never 3,9 % 4,1 %
Total 100,0 % 100,0 %
0.0 %
5.0 %
10.0 %
15.0 %
20.0 %
25.0 %
30.0 %
35.0 %
40.0 %
45.0 %
50.0 %
Always Often Seldom Never
Stress as a function of working with backlogs.
Very high
High
0.0 %
10.0 %
20.0 %
30.0 %
40.0 %
50.0 %
60.0 %
70.0 %
Always Often Seldom Never
Do you accumulate backlogs, tasks that you should
have finished?
Pre-analysis
Post-analysis

10. How often do your plans have to change because of an urgent job?
Stress as a function of working with urgent jobs.
Always Often Seldom Never
Very low 1,6 % 2,7 % 7,4 % 17,6 %
Low 14,8 % 21,8 % 35,1 % 52,9 %
Moderate 41,6 % 48,7 % 46,3 % 17,6 %
High 33,1 % 24,0 % 9,9 % 5,9 %
Very high 8,8 % 2,8 % 1,3 % 5,9 %
Total 100,0 % 100,0 % 100,0 % 100,0 %
0.0 %
5.0 %
10.0 %
15.0 %
20.0 %
25.0 %
30.0 %
35.0 %
40.0 %
45.0 %
Always Often Seldom
Stress as a function of working with urgent jobs.
Very high
High
Urgent jobs Average Managers
Pre-analysis Post-analysis Pre-analysis Post-analysis
Always 7,7 % 4,5 % 8,3% 5,1%
Often 65,2 % 63,4 % 69,7% 63,1%
Seldom 26,7 % 31,7 % 21,8% 31,6%
Never 0,4 % 0,4 % 0,3% 0,2%
Total 100,0 % 100,0 % 100,0% 100,0%
0.0 %
10.0 %
20.0 %
30.0 %
40.0 %
50.0 %
60.0 %
70.0 %
80.0 %
Always Often Seldom Never
How often do your plans have to change because of an urgent
job?
Average Pre-analysis
Average Post-analysis
Managers Pre-analysis
Managers Post-analysis

11. What is the total number of hours you spend in meetings in an average week?
Stress as a function of hours spending in meetings
1-3 hours 3-6 hours 6-9 hours 9-12 hours 12-15 hours More than 15 hours
Very low 7,0 % 3,8 % 2,0 % 1,8 % 1,9 % 2,2 %
Low 31,7 % 26,3 % 23,5 % 18,7 % 17,4 % 14,4 %
Moderate 43,2 % 50,0 % 48,4 % 49,4 % 48,6 % 50,2 %
High 15,7 % 17,9 % 22,2 % 26,7 % 28,7 % 31,0 %
Very high 2,4 % 1,9 % 3,8 % 3,4 % 3,4 % 4,1 %
0.0 %
5.0 %
10.0 %
15.0 %
20.0 %
25.0 %
30.0 %
35.0 %
40.0 %
1-3 hours 3-6 hours 6-9 hours 9-12 hours 12-15
hours
More than
15 hours
Stress as a function of hours spending in meetings.
Very high
High
In average the PEP® - process save the participants for more than ½ hours per week.
Managers who spending more than 6 hours in meetings per week save more than 3/4 hours per week.

12. Are there more statistical correlations you want to know about knowledge
workers performance, and what prevent them from being as effective as
they want?
Ask for it at PEPWorldwide
The company in the world,
who knows best about knowledge worker performance.
Selma Mulder
06 21 86 83 04
smulder@pepworldwide.nl