Identifying and Mitigating Stress in the Workplace Gerri Hynes, B.Sc., M.A

1. Identifying and Mitigating Stress in the Workplace Gerri Hynes, B.Sc., M.A

2. What is stress? Workplace Stress? • stress (strĕs) [O.Fr. estresse, narrowness]  1. Any physical, physiological, or psychological force that disturbs equilibrium 2. The consequences of forces that disturb equilibrium. (Taber’s Electronic Cycolpedic Medical Dictionary) • Workplace stress physical and emotional responses where a conflict between job demands and the amount of control one has in meeting the demands. (Canadian Mental Health Association)

3. What is happening? • Sympathetic nervous system activates our fight or flight response • Activates our adrenal glands to release large amounts of adrenalin and some noradrenalin into the blood stream • An UNCONSCIOUS survival response • The lungs and the bronchial tubes are widened to give us more oxygen.The motility in the intestine is reduced - we shall not digest food - we must fight or run away!Blood is sent to the brain while skin and internal organs get less.Muscle tension is increased.Heart rate and force is increased.

4. Health Effects of Unrelenting Stress • Increased Blood Pressure • Increased metabolism (heartrate/respiration) • Decrease in protein synthesis, digestion, immune responses • Increased cholesterol & fatty acids in blood • Localized inflammation • Increased production of blood sugar • Increased stomach acids

5. Mental & Physical Effects of Unrelenting Stress • Physical: headaches, teeth grinding, chest pain, tachycardia, high blood pressure, indigestion, muscle pain, fatigue, insomnia, etc. • Psychosocial: anxiety, irritability, sadness, defensiveness, anger, mood swings, hypersensitivity, apathy, depression, slowed thinking, ruminating, pressured thoughts, feelings of helplessness, hopelessness or being trapped • Behavioral: overeating/under-eating, impatience, argumentativeness, procrastination, substance ab/use, withdrawal, neglect of responsibilities, poor job performance, poor personal hygiene, change in religious practices, change in close relationships

6. Causative Factors of Workplace Stress • Underemployment vs. Overemployment • Economic uncertainties • Technological advancements • Performance pressures • Internal politics • Rapid changes to job requirements • Lack of support from Management • Constant negative feedback without positive balance • Double duty; Eldercare; Childcare, etc.

7. Outcome of unrelenting stress on the individual • Job dissatisfaction • Employee turnover • Reduced efficiency • Illness, even death • Absenteeism and/or disability • Substance Abuse • Petty internal politics • Poor or snap decisions • Indifference & apathy • Lack of motivation & creativity

8. Statistics…. • 3.5 Million Canadians report suffering from severe stress • More than six in ten Canadians report experiencing “significant stress” on the job • 34% of Canadians report workplace stress has made them physically ill at times • 40% of employee turnover is due to job stress • Stats Canada estimated lost time due to stress at $12 million dollars annually

9. The True Costs… • Increased Absenteeism: as a coping mechanism and mitigating health deterioration* • Increased WSIB costs: seven of ten stress claims accounted by job pressures • Litigation: the feeling of powerlessness, a major contributor to WPS, also contributes to the desire for retribution

10. The True Costs (Continued) • Grievances: a legitimate warning sign that organizational problems exist* • -every grievance filed translates into ~80 hours of lost productivity • Accidents: Stress=“NARROWING” of attention, preoccupation, and fatigue. Stressed EE’s trying to do more with less will take shortcuts** • Errors in Judgment and Action: tunnel vision, missed cues to making appropriate decisions. Stress DULLS the thinking & feeling process and is a NATURAL process.

11. More costs…. • Conflict and Interpersonal Problems: “I love mankind, it’s people I can’t stand”— Linus van Pelt • Diverse work force increasing use of team work while working with team members and supervisors most significant cause of burnout • Violence: the more powerless people feel, the more likely they are to resort to violence

12. More costs…continued • Customer Service Problems: Stressed out and depleted employees virtually guarantees alienated customers-HBR • -’a reduction of 5% of lost customers translates into 30-85% increase in corporate profitability’ • Resistance to Change: people ‘hardwired’ to revert to familiar routines when stressed->’autopilot’

13. And Finally… • No Time to do it Right: “Sharpening the Saw”-> ‘Fools cycle’. By pushing EE’s harder to increase output, without taking the time to examine and improve the process, companies create cycle of diminishing returns* • Loss of Intellectual Capital: learned helplessness…the more helpless the less likely to develop effective coping strategies….**

14. Identifying Factors: Phase 1 • Early warning signs: • Feelings of vague anxiety, • depression, • boredom, • apathy, • emotional fatigue.

15. Identifying Factors: Phase 2 • Mild Symptoms: • Sleep disturbances • Headaches/Colds (Frequency) • Muscles aches • Physical/Emotional fatigue (Increase) • Withdrawal from social supports • Irritability • Intensifying Depression

16. Identifying Factors: Phase 3 • Entrenched Cumulative Stress • Substance abuse • Depression • Physical/Emotional fatigue • Loss of sex drive • Ulcers/Gastric distress • Marital discord • Crying spells • Increased anxiety • Rigid thinking • Withdrawal • Restlessness • Sleeplessness

17. Career problems Asthma Heart Conditions Severe Depression Lowered self-esteem/confidence Inability to perform job Inability to manage personal life Withdrawal from life Uncontrolled anger, grief, rage Suicidal/homicidal thinking Muscle tremors Chronic fatigue Over-reaction to minor events Agitation Frequent accidents Carelessness, forgetfulness Paranoia Identifying Factors: Phase 4 Severe/DebilitatingCumulative Stress

18. What can be done? • Educate decision makers about impacts of stress • Provide employees control over their jobs • Communicate clearly and often about everything important; limit uncertainty and unpredictability • Train supervisors to know how to bring out the best in people and to relinquish unnecessary control based management styles • Train management how to deal with discussing difficult subjects • Develop clear connections between cause and effect—control and predictability leads to reduced stress

19. What can be done? (continued) • Invest in Employee self-efficacy through training and personal development programs • Invest in employee resiliency training: exercise, healthy diet, MBSR training, etc. • Help workers expand employment options: confident EE’s worry less about their future and can focus on doing a good job • Teach interpersonal skills

20. What can be done (continued) • Help employees develop emotional support systems— develop an environment where it’s okay not to always ‘have it together, be in control, or know all the answers’ thus minimizing the effects of learned helplessness • Invest in change management training for all employees

21. Programs or Tools to help • EAP programs • CMHA’s: http://www.cmha.ca • Canadian Centre for Occupational Health and Safety: http://www.ccohs.ca • Fish Philosophy: www.fishphilosophy.com

22. Questions