With excessive pressure still being experienced by staff at all levels in many organisations, I am retained by HR department heads to advise on organisational methods to help minimise it.
The first point to be considered is to carry out a risk assessment — the results of which should identify problem areas that need to be highlighted to reduce, or remove, the specific stressors within the organisation. There are also general measures that should be introduced, including the following:
Stress policy
This should be implemented in conjunction with staff liaison groups. Commitment should begin at the most senior level and cascade down. There is no point in introducing stress management training for line managers, for example, if the executive has little or no commitment to minimising or eliminating excessive pressure within the organisation.
Recruitment and selection
When recruiting it is important that both the organisation and applicant understand the requirements of the post and the potential pressures involved. It is essential to combine an appropriate selection policy with sufficient job-specific and practical training to enable individuals to carry out their jobs within their capabilities.
‘First Contact’ counselling teams
These are made up of volunteers (from the organisation) who are trained in basic listening skills, and receive ongoing training and supervision. They are often used as a ‘first contact’ for employees, for whom they can provide an active listening service and help to deal with work-related problems such as stress, bereavement, bullying and change. This initiative has been working successfully in the UK for over 15 years and I am delighted that this it is now being considered in companies in the UAE.
Management style
Effective communication skills are often neglected in management training, yet are essential to good management by reducing misunderstanding. Good communication at all levels helps ensure that everyone in the organisation can work with confidence and reduce the opportunities for stress to develop.
Mediation and negotiation
Access to mediation and negotiation services are vital in enabling workplace disputes to be resolved before they escalate into stress-inducing or bullying behaviours that can be much more difficult to resolve.
Stress awareness and stress management training
For stress management to become integral to corporate culture, initiatives must be introduced that will raise awareness of work-related stress. In particular, recognising the early warning signs should become integral to management strategy. This can be achieved by monitoring sickness absence (especially short-term); carrying out confidential staff surveys; observing working relationships (especially team dynamics) and questioning changes in attitude and behaviour.
Stress management training can then build on this by teaching employees about the nature and sources of stress, its effect on health, and the personal skills needed to reduce it. Training may also help reduce stress symptoms such as anxiety and poor performance.
Employee Assistance Programmes (EAPs) and counselling
Counselling should be regarded as an intervention to be included alongside other supportive services available to employees. An EAP offers staff access to an external and confidential counselling. But to be effective it must have the backing of senior management.
Although it can play an important role in helping to deal with stress-related problems, it should not detract from the importance of line managers actively listening to their staff. Nor must an application to the EAP be misinterpreted by managers as suggesting a lack of confidence in their own ability to deal with stress-related issues.
Depending on the organisation, services such as reflexology, yoga, massage, etc, may be of benefit. Typically, however, they should be incorporated within a holistic approach to work-related stress — rather than being expected to resolve underlying problems on their own.
However, these types of ‘stress-busting’ initiatives require the foundation of stress management training and employee counselling support. The essential key to successful stress management is to deal with the causes as well as the symptoms.
Ultimately, reducing workplace stress is largely a matter of common sense and good management practice, and simply requires employers and employees to work together for the common good. Both share a joint responsibility for reducing stress — which, when this is successful, can help employees to enjoy their work more, and businesses to thrive as a result.
The author is a BBC Guest-Broadcaster and Motivational Speaker. She is CEO of an international Stress Management consultancy and the author of ‘Show Stress Who’s Boss!’.
Key points
Stresses can be identified by risk assessment.
Individual ability must match job requirements.
Causes as well as symptoms must be dealt with efficiently.
