Stress Awareness

By Mike Metcalfe

Objectives

• By the end of this session you will have an awareness of:

• What stress is;• The causes of stress;• How to recognise stress;• How to reduce the risks of stress

occurring.• HSE guidance on stress.

Work-related Stress

• Between 30-35% of employee sick leave in the UK is related to stress, anxiety or depression.

• Stress is now one of the largest causes of occupational ill health causing the loss of 9.1 million working days each year.

• It is estimated that around 200,000 British people receive stress counselling each year, double the number of 10 years ago.

• 30 times as many days are lost from mental illness as are lost from industrial disputes.

What is Stress?

• Stress is the adverse reaction people have to excessive pressure or other types of demand placed on them. It can be caused by things at work or by things outside of work, or both. It is not an illness, but it can lead to increased problems with ill health, if it is prolonged or particularly intense.

Pressure and Stress

• Stress can arise when the pressure is too great, goes on for too long, or comes from too many different directions. Stress may also occur when a job has too little pressure and the person is under stimulated (bored).

• Pressure can be a good thing, the right amount can provide you with a challenge, motivate you and help you succeed and success gives us satisfaction.

Everyone is different!

• Some people thrive under pressure, others succumb to it!

• Showing signs of stress doesn’t mean we are weak. It just means we are human.

Pressure and Stress

Performance

Level of Pressure

Rustout Burnout

What Causes Stress

• The bodies flight or fight response;

• Stress can have many different causes or stressors, both at work and outside it. Some people cope well, others less well with the same stressors, depending on personality and circumstances.

Is your Life in Balance?

Demands

Abilities

Control

Support

Life Balance Check

DEMANDI NGACTI VI TY

NEUTRALACTI VI TY

RECOVERYTI ME

Work Gentle exercise Music

Chores Television Close friends

Shopping Reading Resting

Worrying Eating Family

Studying Hobbies Cuddles

Heavy eff ort Alcohol Meditation

Travel Socialising Sleep

How many hours do you spend on these types of activities each week.

Total up each column in the table - check your week has no more than 168 hours - have you been honest?

In a typical week 84 hours activity should be balanced with 84 hours recovery.

Stress Factors at Work

People may feel unhappy about:

• The type of work they do - too boring or too difficult, too much responsibility or too little;

• Working relationships with their boss or colleagues;• Long hours and poor working conditions;• Lack of support or communication within the

organisation (feeling isolated or ill-informed);• An ill defined role or conflicting priorities.• Career prospects - insecurity, limited promotion,

over promotion, lack of recognition, insufficient training.

• Changes and lack of influence on how to do the job.

Other Causes of Stress

• Personal / family problems

• Financial problems• Health problems• Work / life balance• You (Hang-ups)• The World

(Universal)

The Most Highly Rated Causes of Stress in the

Workplace are:• 60% time pressures /

deadlines;• 54% work overload;• 52% Threat of job

losses;• 51% Lack of

consultation / communication;

• 46% Understaffing.Cooper/TUC 1997

The Effects and Symptoms of Stress

• Stress Can affect a person in three different ways:

• Physically;

• Behaviourally; and

• Emotionally

Physical symptoms include:

• Backache;• Fatigue;• Muscle tension;• Skin rashes;• Breathing difficulties;• Headaches;• Constant colds, sore throats or

other minor infections;• Chest pains;• Indigestion;• Diarrhoea;• Sweating palms, dry mouth,

nervous twitches, etc

Behavioural symptoms include:• Absenteeism;• Erratic moods;• Apathy;• Increased use of alcohol/tobacco/

tranquillisers;• Indecision;• Unusually emotive or impulsive;• Accident prone;• Loss of appetite;• Evading duties and

responsibilities;• Complaining.

Emotional symptoms include:• Anxiety;• Irritability;• Mood swings;• Aggression;• Inappropriate behaviour;• Guilt;• Depression;• Fear and panic;• Low self esteem and confidence;• Withdrawal from social contacts;• Poor sleep.

The Danger Signals

• Mark yourself on each of these.

• 0 = Not me 1 = Occasionally

• 2 = Regularly, but not very often

• 3 = Quite Often 4 = Frequently 5 = All

the time

Binge eating

Blowing things out of proportion

Difficulty in sleeping

Difficulty in making simple decisions

Dread of the day ahead

Feeling panicky

Feelings of being under pressure

Finding it hard to concentrate

Increased forgetfulness

Headaches

Increased alcohol or cigarette consumption

Irritable: Aggressive

Life is hard work

Loss of appetite

Loss of confidence

Loss of sense of humour

Low energy

Making more mistakes than you used to

Nightmares

The same thoughts keep going round and round in your head

Tummy upsets

• These are some of the key indicators of stress.If you score over 50, have lots of items scored at 3 or more, or have any 5's you should consult a GP or therapist.

Boiled Frog Syndrome

• If you drop a frog into hot water it will jump out;

• If you put a frog into cold water and heat it up slowly it will just sit there;

• In fact, it will let itself be boiled to death.

So it is with Stress

• The build up of stress can happen so gradually and imperceptibly that we can develop dangerous levels of stress without noticing it (just like the frog).

• We are also very reluctant to admit to ourselves that we are dangerously stressed and need professional help.

• We are even more reluctant to let other people in on our stress problem.

Stage 1

• Warning Signs

• Too busy to take holidays

• Reluctant to take days off

• Bringing work home• Too little time with

family / friends• Frustrated with results• Unable to refuse more

work

• Lots of energy and enthusiasm

• Overconscientious• Overworked• Feelings of

uncertainty• Doubts about coping

Stage 2

• Short-lived bouts of irritation

• Tiredness and anxiety• Feelings of stagnation• Blaming others

• Warning Signs

• Complaints about the quality of other people’s work

• Unable to cope with commitments

• Working too long hours• Unable to manage time

efficiently• Too many social or

work commitments

Stage 3

• General discontent• Increasing anger /

resentment• Lowering of self

esteem• Growing guilt• Lack of emotional

commitment• Apathy

• Warning signs

• Lack of enjoyment of life

• Extreme exhaustion• Reduced commitment

to work• Reduced commitment

at home

Stage 4

• Withdrawal• Illness• Feelings of failure• Extreme personal

distress

• Danger Signs

• Increasing absenteeism

• Avoiding colleagues• Reluctance to

communicate• Increasing isolation• Physical ailments• Alcohol or drug abuse

Employers Responsibilities

• Moral - Work-related stress can lead to ill-health and can seriously affect a persons quality of life. Employers do not knowingly harm there employees;

• Legal - Employers are required by both employment law and health and safety law to protect their employees from work-related stress;

• Financial - The true cost of work-related stress is not known because it is so complex but in 1996 the estimated cost to society was about £3.75 billion.

Walker v Northumberland County Council

• Social worker John Walker accepted a record £175,000 in damages for work related stress, after a protracted legal battle with Northumberland County Council. He suffered a nervous breakdown in 1986, having complained of overwork linked to insufficient staffing and administrative support. He returned to work four months later. However, he subsequently suffered another mental breakdown, brought on by stress due to his “impossible workload”. He retired on medical grounds in May 1988.

The Ruling• In November 1994, the High Court judge ruled

that the County Council was responsible for causing his breakdown, as it was in breach of its duty of care to Mr Walker, by continuing to employ him following his first breakdown, without giving additional support. The judge ruled that there was satisfactory evidence to indicate that had the Council provided further assistance on his return to work, Mr Walker would probably not have suffered a second breakdown. The Council agreed to settle before an appeal was due and awarded damages.

Health and Safety Legislation

• There is no specific health and safety legislation for work-related stress but the following apply:

• The general duty under the Health and Safety at Work Act 1974 to ensure, so far as is reasonably practicable, the health of employees at work;

• The risk assessment requirement under the Management of Health and Safety at Work Regulations 1999 applies to work-related stress.

HSE Guidance

• HSG218 Tackling work-related stress – A managers’ guide to improving and employee health and well-being.

• INDG341 Tackling work-related stress – A guide for employees.

• Management Standards for Tackling Work Related Stress.

Assessing the Risk from Work-related Stress

• Undertaking a risk assessment for work-related stress is more complicated than for physical hazards, but it involves the same basic principles and processes.

• A team approach to the risk assessment may prove to be the most effective with the involvement of:

– Trade union / employee representatives;– Managers– Health and Safety / Personnel Specialists

Risk Factors to be Considered:

• Culture – of the organisation and how it approaches work-related stress.

• Demands – such as workload and exposure to physical hazards.• Control – how much an individual has in the way they do their

work.• Relationships – covering issues such as bullying and harassment.• Change – how organisational change is managed and

communicated in the organisation.• Role – whether the individual understands their role in the

organisation and whether they have conflicting roles.• Support, training and factors unique to the individual:

– Support – from colleagues and line management;– Training – for members of staff to be able to undertake the core

functions of their job– Factors unique to the individual – catering for individual differences.

The Management Standards

• The management standards for tackling work-related stress produced by the Health and Safety Executive are based on these risk factors.

You have a responsibility as well!

• Employers need and are entitled to expect their employees to share the responsibility for controlling the harmful effects of stress in the workplace.

• Employees are under a duty to inform their employer of the stress they are suffering.

The Benefits of Reducing Stress

• Improved well-being and morale;

• Reduction in absenteeism;

• Improving performance;

• Increased employee loyalty;

• Reduced staff turn over;

• Better line management / relationships;

• Reduced litigation costs;

• Reduced compensation payments;

• Lower insurance premiums;

• Reduced healthcare costs;

• Fewer accidents;• Positive company

image.

Deal with the Root Cause

• The most effective way of dealing with work-related stress is to sort out the root cause.

• Employers are required to be pro-active in identifying likely causes of work-related stress and preventing it from happening.

What Your Line Manager Can Do

• Line Managers have an essential role to play in the assessment, prevention and control of work related stress. They need to consider issues such as:

- Work design - make sure the job is “do-able”;- Competence - selection and training needs of staff;- Communication - it is important to talk regularly with

staff and listen to them;- The working environment- ensure it is comfortable;- Bullying and harassment - deal quickly with any

incidents;- Rehabilitation - for people returning to work following

a stress related illness.

What YOU Can Do

• Do your bit for managing work related stress by:

- Talking to your line manager, TU or staff representative;

- Supporting your colleagues if they are suffering work-related stress;

- Speaking to your GP if you are worried about your health;

- Contacting the counseling service;- Discussing with your manager whether it is possible

to alter your job to make it less stressful for you.- Trying to channel your energy into solving the

problem rather than just worrying about it.

Develop your own stress reduction plan:

• Talk to your family and friends;

• Do some exercise;• Take up a hobby;• Deep breathing;• Relaxation techniques;• Develop better habits;• Manage your time

(learn to say NO);• Set realistic job or

career goals.

Do Some Exercise

• Physically fit and healthy people are able to handle the pressure of work better than those who are not.

• Build up to at least 30 minutes of moderate exercise five days or more each week.

• Check with your doctor first if you have any health problems or if you are over 40 years of age.

Take Up a Hobby

• Set aside time during the day for something that gives you pleasure and relaxes you;

• Find new interests as this is a great way of putting positive challenges in your life;

• Do things that you enjoy!• Make the commitment -

put the hobby in your diary as a regular appointment.

Develop Good Habits

• Eat a well balanced diet that includes fresh fruit and vegetables, bread, cereals, potatoes, dairy products and meat, fish or alternatives.

• Limit your intake of alcohol, caffeine, sugar, salt and fatty foods.

• Make sure you get enough sleep particularly if you are busy or under extra pressure. Try to get six to eight hours sleep every night.

Take Your Breaks

• Long hours without a break can be counter productive;

• Do not eat your lunch at your desk. Go out, sit in the canteen or eat elsewhere in the building so that you are not disturbed;

• Do not rush your lunch;• After you have eaten lunch

try to do something that relaxes you such as going for a walk.

Learn How to Relax

• Be aware of things that help you relax and handle pressure better;

• Breathing exercises;• Meditation and Yoga;• Using your imagination -

Close your eyes, take a deep breath, and for a few minutes imagine yourself in a calm peaceful place;

• Use alternative therapies such as aromatherapy, reflexology, herbal therapy, acupuncture and massage.

Use Your Time Wisely

• Make a list of everything that you must do. Decide which jobs are important and the ones which will do later;

• Don’t put things off - decide what needs to be done and then do it;

• Set goals that are achievable, but challenging;

• Pace yourself - try to complete some jobs rather than juggling lots of unfinished work.

Think Positive

• Replace negative thoughts with positive ones;

• Decide rationally what you can or cannot realistically achieve;

• Don’t always look for reasons why something cannot be done;

• Be kind to yourself - acknowledge your successes!