Stress-related absence on the increase
Stress-related absence and mental ill-health has increased in organisations for the 6th year running according to the CIPD’s 2015 Absence Management Survey. Bad backs are no longer the big deal in work place absence, with stress being a sometimes silent condition that can take employers by surprise. With the impact on costs and business disruption, 21st century people managers need to be able to recognise this major cause of absence and be equipped to deal with it confidently. This blog set out some key pointers:
Causes and management of stress in the workplace
Over the years the definitions, causes and management of workplace-related stress have taken different forms. From environmental pressures to personal strain, nowadays stress is defined as the psychological and subsequent physical state when an individual struggles to cope with the demands or pressures of a situation. One aspect has remained throughout: Stress costs a fortune.
Why do I need to tackle stress?
Happy employees are productive employees. A recent study by the University of Warwick suggests a productivity increase of between 12% and 20% for happy employees. The inverse also applies. Stress can prove costly; both in terms of the physical health of an employee and financially, especially for SMEs where it may be difficult and expensive to arrange cover during absence. Reports from 2012 estimated the annual cost of workplace-related stress at £6.5 billion. In 2004/2005 there were 10.4 million work days lost due to stress, anxiety and depression.
Just as serious as absenteeism is the recently coined ‘presenteeism’, where an employee feels compelled to be present at work but is unwell, unmotivated or disengaged.
Is prevention a legal requirement?
Under common law an employer has a duty to take care of the health and safety of an employee. Separate health and safety laws make it a legal requirement for an employer to assess and control the risks of work-related stress. At the far end of the scale, if an employee suffers from ill health as a result of work-related stress and a tribunal finds that it could have been prevented, the potential compensation is unlimited.
How can stress be identified?
Workplace stress is not an illness but it can manifest in psychological illnesses such as anxiety and depression, as well as physical ailments such as back pain, gastrointestinal dysfunction and even heart disease and substance dependency. Effective training of line managers and the creation of an effective stress risk assessment strategy can identify potential causes of stress within the workplace.
Prevention of workplace stress
An employee who feels empowered and is able to make decisions, who feels valued and enjoys the opportunity for vocational development, who enjoys workplace variety and social contact and cooperation is unlikely to suffer from workplace stress. An employer should strive to provide an environment which fosters self-determination and a degree of professional responsibility
Treat the cause, not the symptoms
The effective reduction of the causes of workplace stress requires intervention at organisational level. It’s far more effective to identify and remedy the causes of stress than to treat the symptoms. Stress symptoms should be viewed as useful information which allows an employer to review and improve, rather than as a personal weakness.
With openness and understanding rather than blame and criticism, the root causes of workplace stress can be identified, managed and prevented, leading to a more harmonious and productive working environment. Please view the HSE guidance regarding the management standards of work-related stress.
