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Stress in the Workplace

Stress in the Workplace. Carol Pennington carol.pennington@ukonline.co.uk 01920 465623. Researcher – coal face National stress audits Stress risk assessment Policy & guidance Absence handling & re assimilation Training Expert witness. 7 govt depts 6 London boroughs

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Stress in the Workplace

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  1. Stress in the Workplace Carol Pennington carol.pennington@ukonline.co.uk 01920 465623

  2. Researcher – coal face National stress audits Stress risk assessment Policy & guidance Absence handling & re assimilation Training Expert witness 7 govt depts 6 London boroughs 11 emergency services NHS trusts + primary care Large private sector companies Why me?

  3. Climate shift Pre 2000: Stress policy Training course semi -reactive Occupational Health Post 2000: Intervention proactive Measurement & monitoring Integral to strategy

  4. Context • 3rd most commonly cited reason for absence (1st in govt sector) • 13m working days lost to stress related illnesses • 29 days lost per stress incident • £26 billion in sick leave / lost productivity = £1035 pa per employee • 1:5 of UK workforce (5.2m) stressed by work • 30% of workforce affected at any one time

  5. What’s the true cost? • Anger • Avoidance • Submission

  6. Stress incidence • Culmination of everyday events • Individual does not directly raise concerns • Line manager is pre occupied • Peer group is fractured • Individual can’t foresee things getting better.

  7. Re assimilation O.H. Budget / timescale Precedent Line manager Individual Department Grievance

  8. Factors • Different realities • Psychological contract shaken • New broom / new think • Wide spans of control • Remote management • Restructure – wrong job fit apply for own job exposed as the weak link • Transitory work group • Lifestyle

  9. Impact of change • Announcements & information • Milestones • Choices confirmed or denied • Work group fractures • Key figures leave / arrive • Volumes of work increase / fall away • Colleagues leave • New systems, values & cultures • Old infrastructure supports withdrawn • Emphasis on new beginnings - eye off the ball

  10. What to do? • Look for the evidence– absence, t/o, OH referrals, Mgt Standard profiles • Build a case– talk performance / consequences of cases poorly handled • Avoid the gimmicks- umbrella solutions & costly quick fixes • Intervene quickly / locally- unpick the problem - monitor

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