BEST PRACTICE ALERT

Title: DEALING WITH WORKPLACE STRESS

Workplace stress can be described as an individuals response to excessive pressures and demands placed upon them. Many people thrive in a working environment that is challenging and contains a certain level of pressure but when that pressure reaches excessive levels it can result in stress. When tackling this problem we must look at two aspects: Deal with the source of the problem. Assume that many stressors in the workplace are avoidable. Exposure can be limited by improvements to the physical environment and any aspects of management style or interpersonal relations. Deal with the individual's response to the problem. Although some stressors can be difficult to avoid, efforts should be made to help people to cope with them. Some of the main factors that have the potential to stress individuals in the workplace are described below, along with steps that can be taken to minimise their impact.

Organisational Culture: The organisational culture affects the way people perceive and cope with their working environment. By establishing sound management practices we can achieve an environment where stress is less likely to arise. Sound management practice includes: clear objectives good communication involvement of all staff during organisational change staff training and development addressing a culture where excessively long hours is the expected norm

Organisational Change: Changes in the structure of an organisation often bring about uncertainty, which many employees find difficult to cope with. This can be addressed by: flexibility in trying to accommodate the wishes of individuals being flexible in working conditions an open attitude by management and staff to promote mutual trust ensuring fair treatment of staff when changes are made providing training and resources to cope with new working environments

Role Definition: Where misconceptions over individual job roles exist there is scope for stressful situations to arise. The problem may be overwork, where staff feel obliged to comply with any demand made on them, or under work where people are unclear about the scope or limits of their role within the organisation. It is important that staff have: a clearly defined job description an understanding of the organisation's objectives and how their role fits with them

Work Patterns: This is an area where there is much potential for stressors to develop. Long or unpredictable hours are well-recognised sources of stress for many workers. By addressing this factor and being aware of the requirement to adjust working patterns, a major source of stress can be reduced. Work Relationships: Where conflict exists between colleagues, subordinates or superiors, stress can result. Problems can also be encountered where there is physical or social isolation. Racial and sexual harassment and interpersonal conflict are potent stressors. Two measures that can be adopted to deal with these problems are coaching in interpersonal skills, with a view to harmonising working relationships, and team-building activities. It is also important that there are clear channels for staff to raise grievances with confidence about the behaviour of their managers or peers. Anyone who feels that they are suffering from stress should speak with their line manager.

FOR MORE INFORMATION CONTACT:

NAME: PETER NEVILLE REGIONAL H&S MANAGER EMAIL: NEVILLEP@HALCROW.COM