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Stress at work is a major issue for UK employers. According to the Health and Safety Executive, stress-related problems are one of the most common causes of absence from work.
In 2008/09, an estimated 415,000 people in Britain who worked in the last year believed they were experiencing work-related stress at a level that was making them ill (Labour Force Survey, HSE). Estimates from the Labour Force Survey suggest that self-reported, work-related stress, depression or anxiety account for an estimated 11.4 million lost working days in Britain.
Some professions and jobs report higher levels of stress than others. These include nurses, teachers, and customer service workers. Some professional and managerial groups also report high levels of stress. But stress is not confined to traditionally high stress environments: any worker can experience stress if their working environment is not well managed.
All managers should look out for signs of stress in the workforce. Examples include high levels of staff absence, high staff turnover, poor performance and workplace conflict.
Effective management of stress in the workplace has significant benefits for business.
Employees who are not stressed perform better, and are more productive and motivated. Whereas in companies with high levels of work-related stress there is increased sickness absence, greater staff turnover, lower productivity and a greater risk of human error.
What is work-related stress?
The HSE defines work-related stress as: “The adverse reaction people have to excessive pressures or other types of demand placed on them at work.” (Working together to reduce stress at work: a guide for employees HSE 2004).
There is a difference between pressure and stress. A certain amount of pressure at work can be productive, inspiring people to be creative, and motivating them to meet new challenges. However, stress occurs when pressure is too great and the demands placed upon people exceed their ability to cope. But stress is not just about overwork. It can also be caused by not having enough work or by feeling bored and undervalued. And when stress becomes too great, staff can develop physical and mental health problems.
What should managers do?
All employers are legally required to ensure the health, safety and welfare at work of their employees under the Health and Safety at Work Act 1974 and Management of Health and Safety at Work Regulations 1999. This includes minimising the risk of stress-related illness or injury to employees.
Managers should ensure that they are monitoring stress levels adequately and taking steps to address causes of stress. It is a good idea to appoint someone with specific responsibility to deal with issues relating to stress and all organisations should draw up policies outlining their approach to stress management.
The big six
The HSE has identified six factors that can lead to work-related stress if they are not managed properly. These are:
1. Demands
Can employees cope with the demands of their role? Do they have the skills and training they need to do their job?
2. Control
Do staff have a say in the way they work? Can staff be given more responsibility for managing their workload or timetable?
3. Support
Have staff got the information and support they need to do their job well?
4. Relationships
Bullying and harassment at work are a major cause of staff stress. Organisations should promote a culture of fairness and equality and ensure that they comply with legislation on equality and discrimination.
5. Role
Do staff understand their role and responsibilities and how their job fits with the bigger picture?
6. Change
Make sure staff are consulted on and involved in organisational change and give them opportunities to participate in decisions about change.
Taking steps to address these six factors will have a huge impact on levels of stress at work. And don’t forget to involve staff in making changes that will improve their working conditions.
Work-life balance
Managers also need to be aware that stress may be caused by factors outside work and should try to support employees whose personal life is affecting their work. For many people, achieving an appropriate work-life balance can be a constant juggling act. Looking after a young family or elderly relatives whilst doing a full-time job leads to many stresses and strains. Employers should consider the impact of conflicting home and work demands and explore ways of supporting staff.
Some ways to help staff achieve a better work-life balance include:
Flexible working
- Childcare services
- Compassionate leave policies
- Workplace counselling
- Fitness programmes
All these elements have a part to play in supporting staff and preventing problems escalating into ill health and absence.
Benefits of stress management
Companies which manage employee stress effectively are generally more productive with lower costs associated with sickness and absenteeism. Happy and healthy employees have better relationships with their colleagues and managers and engage more effectively with customers. They are motivated to perform well and work hard and contribute effectively to the team and the company.
How to recognise stress
- Symptoms of stress in individuals may include:
- Depression and negative feelings
- Crying or arguing
- Loss of motivation and confidence
- Poor concentration
- Impaired decision-making
- Eating disorders
- Substance misuse
- Poor sleep patterns
- Erratic time keeping
Other signs of stress in the workplace may include:
- Conflict and arguments among staff
- Increased customer complaints
- High levels of sickness absence
- High staff turnover
- Problems in recruiting new staff
- Increased staff grievances
- Low productivity
- Poor performance
