Workplace Stress Management Do not be afraid…...

1. Workplace Stress ManagementDo not be afraid…... Rachel E. Mulholland Chartered Occupational Psychologist

2. Opening the Can….. • Why ? • Is stress not just mental backache ? • Challenges • Putting your best foot forward

3. Prevalence of ill-health Self-reported Work-related Illness (SWI 03/04) • Disease Prevalence • Musculoskeletal Disorders 1 108 000 • Stress, Depression & Anxiety 557 000 * • Breathing & Lung Problems 183 000 • Hearing Problems 81 000

4. Legislative requirements 12.8 million lost work days due to stress in 2003/04 £7 billion cost to society Average of 28.5 days off per year Sources: (SWI03/04) & TUC Why are we bothered?

5. Stress and Health at Work (Smith et al, 2000) • 20% of workers ‘very’ or ‘extremely stressed’ • (approx. 5 million) • Prevalence 10 times higher than previous estimate • Associated with: • frequent minor physical symptoms • mental ill-health and • undesirable behaviours

6. Whitehall II Study (Stansfield et al) • works stress doubles the risk of future psychiatric morbidity • high job demands, low social support, low decision authority and effort-reward imbalance associated with increased risk of psychiatric disorders • common stressors identified: • high workloads; long hours; working fast; lack of support; insufficient information; low decision authority; high job demands

7. Employer Views (IOM, 2001) • 87% viewed stress as a cause of work-related ill-health • Emergency Services (65%) & Local Government (55%) - most likely to report work-related stress problems • Increased awareness of Stress but BARRIERS to tackling issue often attitudes and uncertainty

8. Key points from Case Law • Walker V Northumberland • £175,000 • ‘…his illness was attributed to the impact • on his personality at work’ • Key points of Law: • Foreseeability and Causation

9. Stress - ‘main psychosocial work hazard’ • ‘… the adverse reaction that people have to excessive pressures or other types of demand placed upon them, it arises when they feel they cannot cope’ • HSE Definition

10. Clarity out of Confusion • Stress is not a disease but it can impact upon health via physiological and behavioural pathways when prolonged and excessive • It can be caused by work and non-work factors • Individual differences play a part too!

11. HSE Management Standards • Demands – being able to cope with the demands of the job • Control – having an adequate say over how work is done • Support – having adequate support from colleagues and superiors • Relationships – not being subjected to unacceptable behaviours • Role – understanding roles and responsibilities • Change – being involved and informed in organisational changes

12. Challenges for the Fire Service • Significant changes taking place: • Integrated Risk Management Planning (IRMP) • Integrated Personal Development System (IPDS) • Increasing risk of violence to fire-fighters • What are the impacts of such changes? • How and who is involved in decision-making?

13. Challenging Questions to Ask • How does our structure support our aims? • What is our culture? • How well are we performing? • Have we any indications of problems? • How do we recruit and develop staff? • What support structures are in place? • Do we play lip service to stress?

14. The effects of stress on the individual (I) • Health symptomsPsychological symptoms • - gastro-intestinal problems - dissatisfaction • - allergies - anxiety • - skin diseases - depression • - diabetes - burnout • - hypertension & heart disease - nervous/mental breakdown • - lots of persistent minor illnesses - increased irritability • - disturbed sleep - poor concentration • - decreased self-esteem

15. The effects of stress on the individual (II) • Behavioural symptoms • - negative health behaviours • - excessive drinking, increased drug use • - poor diet • - irritability • - reckless driving • - suicide

16. Effects on Organisation • High absenteeism • High staff turnover • Low morale/poorer performance • Poor working relationships • High number of early retirements • Decreased productivity/quality • Increased disputes

17. Critical to Risk Assess - gather & analyse data • Primary prevention: • address the causes of stress at source e.g. audit, provide resources, reduce sources of stress • be proactive • Secondary prevention: • management awareness and training and health promotion activities • good rehabilitation and work integration strategies • Tertiary prevention: • helping people cope better with symptoms • provision of counselling services/EAPs, etc

18. Carry out a Stress Risk Assessment What are the main stressors in my work area? Step 1 Are any of my team vulnerable and if so in what way? Step 2 Were my actions appropriate? How might I revise them for the future? Step 5 • What are the risks? • Likelihood • Severity • Frequency • Step 3 What action can I take to help prevent it? Step 4

19. Putting your best foot forward • Reward and recognise staff • Promote positive management & communications • Increase flexible working • Increase team working • Conduct job studies to understand better how jobs could be done • Develop appropriate Policies and Procedures

20. Critical Success Factors • Senior Management Commitment • Being proactive • Open & honest communications • Positive & Supportive Culture - (trust, participation)* • Appropriate selection, training & development • Consistency and fairness of treatment • Proper management of change • ACCEPT STRESS AS A HEALTH & SAFETY ISSUE

21. Thank you for listening