Corporate stress management, employee risk management, employee consultations and surveys, stress audits. Training, coaching and mentoring, training assessment, coping skills, anxiety management, competency.
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Best Practice
The HSE’s Stress Management Standards offers best practice guidelines and provides examples of solutions that have worked in other organisations. Every organisation is different so you must develop your own solutions appropriate to your organisational ethos, unavoidable stressors and workforce.
Initiatives and Strategies
As mentioned in Stress Risk Assessment the results from the assessment can appear very ‘fuzzy’ and cause managers to question the validity of the whole stress risk assessment process. This cannot be avoided.
In the past it was common for many stress risk minimisation initiatives to be rolled out by management with great expectations, only to fail dismally to reduce stress and in some cases even manage to increase stress.
We have always followed a successful strategy of minimum management involvement with maximum management support. By allowing the employees, within a reasonable framework, come up with their solutions for reducing stress, employees react positively to initiatives and develop a sense of ownership thus a desire to ensure its success.
There need to appoint a stress management co-
We have helped implement many different stress risk minimisation initiatives, some of which have raised eyebrows, yet they have worked. The solutions are often far simpler than people expect.
Training and High Pressure
One area of stress management remains constant, this is capability. If employees do not have the capability to undertake the tasks expected of them then they are going to experience stress. Employers must ensure that all employees have been given the appropriate training to carry out the duties expected of them.
This also means that where employees are exposed to unavoidable high pressure which could result in health damaging stress, they must given appropriate training in how to cope with the pressure so that the stress does not occur or that if it does occur then they can quickly return to a non-
Time Scales
Stress risk minimisation is a process of continuous improvement and should be approached in a well planned and systematic manner. Generating a five year plan is sensible where phased initiatives ensure that the effectiveness of each initiative can be measured against benchmarks.
Implementing too many stress risk minimisation initiatives at the same time can undermine your monitoring as you will be unable to differentiate between those initiatives which are working and those which are not.
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