HLTAMBPD401C Manage personal stressors in the work environment

HLTAMBPD401C Manage personal stressors in the work environment

• Develop personal stress management plan• Recognise causes & response• Minimise stress• Monitor and plan

• Offer support to and receive support from colleagues• Observe• Debrief• Support

Overview of course

WORKPLACE STRESS

Introduction

The increasing cost, both socially and financially, of workplace stress should be of concern to us all. It is vital that the issue of stress in the workplace is addressed.

WORKPLACE STRESS

Under the Workplace Health and Safety Act the employer is ultimately responsible for ensuring that a safe workplace is maintained.

Under the Act workers also have ‘duty of care’ to take reasonable care of their own health and safety and not to endanger the health and safety of their fellow workers

WORKPLACE STRESS

• Stress is a pressure that is exerted on something, for example, a piece of metal, which causes the object to respond—the metal, for instance, may bend. The events that cause stress are known as ‘stressors’.

• The term ‘stress’ is also used to describe the individual’s response to pressure

• The response can be psychological and/or behavioural

THE NATURE OF STRESS

• How the individual responds to the stressor will depend on their personality, their perceptions, and their past experience.

• Q. Can some stress be beneficial?


• People respond differently to stress. Some people function well under significant stress while others do not.

• A worker’s ability to cope with increasing workplace stress is also affected by the amount of stress they are subjected to from stressors outside of the workplace.


• Q. What are some factors that will affect how a person copes with stress?

• the extent to which they feel threatened by the stressor

• the actions they know they can take to reduce the impact of the stressor

• their expectations as to how they will be able to cope with the stressor.


MAJOR STRESS

What are some examples of major stress?

• personal loss, such as the death of a loved one or the end of a relationship

• threat of physical danger• a major industrial accident• loss of job

MAJOR STRESS

COMMON WORKPLACE STRESSORS

• Threats• Unsafe work conditions, dismissal, change

• Pressure• Deadlines, technology, management, goals performance feedback

• Frustration• Workplace communication, lack of recognition

• Workplace Stressors• Passed over for promotion, inadequate training for a job

COMMON WORKPLACE STRESSORS (Causes)

• What may be significant in one person’s mind may not be in another.

• This could result in physiological, emotional and/or behavioural responses that are recognised as symptoms of stress.

RESPONSE TO WORKPLACE STRESS

• Physiological change

• Emotional Change

• Behavioural change

COMMON WORKPLACE STRESSORS (Signs & Symptoms)

• Signs of occupational stress are an indication of problems with management systems,

• These should be seen as an opportunity for workplace performance and productivity improvement.

OCCUPATIONAL STRESS MANAGEMENT

The management of occupational stress should involve a process of:

• identifying and assessing the actual and potential risks,

• developing management strategies to eliminate or control these risks, &

• learning to understand our own responses to stressful situations and those of our colleagues


• Q. As a result of implementing a stress management program, (which ideally forms part of an overall safety management program, what may be the possible benefits?


1. reduce the incidence of other workplace injuries2. reduce workers compensation insurance premiums3. reduce absenteeism4. reduce workplace conflict5. improve workplace communication6. improve customer service7. improve workload and other resource8. management issues, &9. improve staff commitment and morale


Step one – gain management commitment

Step two – define the expectations of the program

Step three – develop a plan

Step four – identify the hazards — stressors

Step five – assess the risk

Step six – control the risk

OCCUPATIONAL STRESS MANAGEMENT PROGRAM

Step one – gain management commitment

• Demonstrated commitment by management will ensure that supervisors and workers perceive the program as important


Step two – define the expectations of the program

• A committee or team should be established to oversee the program


Step three – develop a plan

It is important that a plan be developed to communicate to staff and others, the steps the organisation plans to take in order to achieve its objectives


Step four – identify the hazards — stressors

The purpose of this step is to gather information about occupational stress in the organisation.

The data collected could then be arranged into a brief report which describes how the organisation currently manages staff who experience a stress response

Look for patterns and highlight any in the report


Step five – assess the risk

By assessing their risk level, the organisation gains an indication of which causes of stress it should control and of those, the priority it should give to controlling them.

To determine the level or severity of the risk, the organisation needs to consider the following:

Outcomes Likelihood Exposure


Step six – control the risk

Good stressor controls are changes that reduce the risk of causing harm


Early intervention is the key to effective stress management

Once a manager becomes aware that a worker is exhibiting signs of stress, they should take urgent action to address the issue.

Early intervention can include conflict resolution, mediation, changes to workload or counselling


STRESS AT WORK

Reduce and Manage Job and Workplace Stress

While some stress is a normal part of the workplace, excessive stress can interfere with your productivity and reduce your physical and emotional health.

Stress management requires focus on the one thing that’s always within your control:

YOU

STRESS AT WORK

Coping with work stress in today’s uncertain climate

The ability to manage stress in the workplace can not only improve your physical and emotional health, it can also make the difference between success or failure on the job.

The better you are at managing your own stress, the more you'll positively affect those around you, and the less other people's stress will negatively affect you.

STRESS AT WORK

There are a variety of steps you can take to reduce both your overall stress levels and the stress you find on the job and in the workplace. These include:

• Taking responsibility for improving your physical and emotional well-being.

STRESS AT WORK

Avoiding pitfalls by identifying knee jerk habits and negative attitudes that add to the stress you experience at work.

Learning better communication skills to ease and improve your relationships with management and co-workers.

STRESS AT WORK

Tip 1: Recognise warning signs of excessive stress at work

Tip 2: Reduce job stress by taking care of yourself

Tip 3: Reduce job stress by prioritising and organising

Tip 4: Reduce job stress by improving emotional intelligence

STRESS AT WORK

Tip 1: Recognise warning signs of excessive stress at work

Signs and Symptoms include?

Causes?

STRESS AT WORK

Tip 2: Reduce job stress by taking care of yourself

Exercise

Diet

Avoid/Minimise alcohol & nicotine

Sleep

STRESS AT WORK

Tip 3: Reduce job stress by prioritising and organising

Time Management Prioritise Plan into manageable size tasks Delegate Compromise

STRESS AT WORK

Tip 4: Reduce job stress by improving emotional intelligence

Emotional intelligence is the ability to manage and use your emotions in positive and constructive ways.

Emotional intelligence is about communicating with others in ways that draw people to you, overcome differences, repair wounded feelings, and defuse tension and stress.

STRESS AT WORK

Tip 4: Reduce job stress by improving emotional intelligence (cont)

Self-awareness Self-management Social awareness Relationship management

STRESS AT WORK

Tip 4: Reduce job stress by improving emotional intelligence (cont)

Recognise your stress level Manage your emotions Use of Nonverbal cues Incorporate humour Be positive

STRESS AT WORK

Tip 5: Reduce job stress by breaking bad habits

Eliminate self-defeating behavioursResist perfectionismClean up your actFlip your negative thinkingDon’t try to control the uncontrollable

STRESS AT WORK

Tip 5: Reduce job stress by breaking bad habits (cont)

Take time away. Talk it over with someone Connect with others at work Look for humour in the situation

STRESS AT WORK

Tip 6: Learn how managers or employers can reduce job stress

There are a number of organisational changes that managers and employers can make to reduce workplace stress

Communication Consultation Cultivate a Friendly Social Climate

STRESS AT WORK

10 Min Break

Q1. Under the Workplace Health and Safety Act, who is ultimately responsible for ensuring that a safe workplace is maintained?

Q2. Under the Act who also has a ‘duty of care’ to take reasonable care of their own health and safety?

Q3. Examples of Causes of Stress?

Q.4 Signs of Stress?

Review

DEVELOP PERSONAL STRESS MANAGEMENT PLAN

Stress affects all of us

Sometimes it may feel like a burden that we cannot remove

Stress can be reduced

Some of the causes of stress are embedded in our own thoughts, feelings and actions


We can minimise these major stress factors...

1. Respond to Change Skillfully

2. Choose Attitudes and Expectations Realistically

3. Reduce Overwork and Fatigue

4. Manage Your Money Wisely

5. Reduce the Illusions of Time



1. Respond to Change Skillfully



2. Choose Attitudes and Expectations Realistically



3. Reduce Overwork and Fatigue



4. Manage Your Money Wisely



5. Reduce the Illusions of Time


Following is a 10 point plan to help you manage stress. ‐None are quick fixes, but they will lead you toward a healthy and successful life.

The plan is divided into 4 parts:1. Tackling the problem2. Taking care of my body3. Dealing with emotions4. Making the world better


Part 1: Tackling the Problem

Point 1: Identify and Then Address the Problem.

Point 2: Avoid stress when possible.

Point 3: Let some things go



Point 1: Identify and Then Address the Problem.

• Break the work into small pieces • Make lists of what you need to do • Timelines can help with big projects



Point 2: Avoid stress when possible



Point 3: Let some things go


Part 2: Taking Care of My Body

Point 4: The Power of Exercise

Point 5: Active Relaxation

Point 6: Eat well

Point 7: Sleep well



Point 4: The Power of Exercise



Point 5: Active Relaxation



Point 6: Eat well



Point 7: Sleep well


Part 3: Dealing with Emotions

Point 8: Take instant vacations

Point 9: Release emotional tension



Point 8: Take instant vacations



Point 9: Release emotional tension


Part 4: Helping a little can make your world better . . . and help you feel better. Point 10: Contribute.


PRODUCTIVITY AND MANAGING TIME

Controlling the demands of work and being productive requires that you manage your time well.

This is easier said than done, but a few basics will help you find the model that works best for you.

Managing Time—for Employees Create a schedule Find a time-management strategy keep to a schedule, you can better plan and execute

your work


Managing Time—for Supervisors

Respect others

Open door policy


When Worlds Collide

Making choices is what the balance between work and life is all about.

There may be times when the choice between moving ahead with your career takes a back seat to your health or happiness at home.


Dealing with Burnout

We have all heard colleagues describe themselves as having had enough of the pressures and demands of the job.

Health centres and counselling centres have resources available to help with job burnout and identify early indicators of a developing problem.


Making Changes

This may seem dramatic, but many times a drastic change is needed to obtain your desired balance.

If your work schedule is excessive or inflexible, seek remedies from your employer—talk candidly about the situation with your supervisor


Strategies to Promote Balance—for Employees

Take time off Take a lunch break Exercise Volunteer Learn something new Laugh. Keep your sense of humour Get help. Ask for help if you need it


Strategies to Promote Balance—for Supervisors

Be a role model Train other people to help where they can Cultivate the next generation Promote camaraderie Use your resources


CRITICAL INCIDENT STRESS MANAGEMENT

Critical incident stress management (CISM) is an adaptive short term helping process that focuses solely on an immediate and identifiable problem.

CISM is designed to help people deal with their trauma one incident at a time, by allowing them to talk about the incident when it happens without judgment or criticism.


Different symptoms that individuals may experience after a traumatic incident include:

Physical and emotional tensionnauseavomiting negative feelings/crying interpersonal problems with alcohol or drugs


Types of intervention

Defusing

Debriefing

Follow-up



Defusing



Debriefing



Follow-up


QUESTIONS?

Develop personal stress management plan

Offer support to colleagues

Receive support from colleagues

Overview of course

This document has been developed by Transqual Logistics Training as a Training and Assessment resource.

© Transqual Logistics Training Unit 4 / 24 Portside Crescent Wickham 2292Newcastle NSW

Authorised by Quality and Compliance Transqual Pty Ltd.Version: (V1.2)

Permission is given to trainers and assessors working for Transqual to make copies for trainees. This permission does not extend to making copies for use outside the immediate training environment for which they are made, nor for the making of copies for hire or resale to third parties.

This resource has been saved on to the Transqual SharePoint resource network, and is uncontrolled once printed, and/or copied from this location.

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HLTAMBPD401C Manage personal stressors in the work environment