Work-related stress

One of the issues that many Service leavers will face is work-related stress. In the civilian work environment it is well recognised that stress reduces employee well-being

One of the issues that many Service leavers will face is work-related stress. In the civilian work environment it is well recognised that stress reduces employee well-being, and that excessive or sustained work pressure can lead to stress. This article draws on the Chartered Institute of Personnel and Development’s view on stress, and attempts to introduce someone who has little experience of stress outside combat-related illness to the types of problem they might meet after they leave the Services.

Occupational stress is a risk in most businesses, and compensation payments are increasing. Recent research shows that:

• stress is a major reason for sickness absence from work
• stress-related absence is increasing
• three-quarters of executives say that stress adversely affects both work and home life.

Stress may result from exposure to work demands and can contribute to a wide range of health problems. It is a state, not an illness. Where employees are stressed because they have no say on how work is done, need to work at a fast pace and resolve conflicting priorities, or have a lack of recognition, understanding and support from managers, the employee could suffer a psychiatric disorder.

Problems that induce stress occur in employees’ personal lives as well as at work. They may face a relationship breakdown, financial problems, difficulties with neighbours or bereavement, or many other potentially stressful circumstances that may affect their ability to work effectively. While staff do not have to detail their personal problems to managers, if they affect work performance, the problem should be discussed with the employee.

Some signs of excessive pressure or stress are as follows.

·Work performance: declining or inconsistent; uncharacteristic errors; loss of control over work; loss of motivation/commitment; indecision; memory lapses; increased time at work; lack of holiday planning.

·Withdrawal: arriving late and leaving early; long lunches; absenteeism; resigned attitude; reduced social contact; elusiveness and evasiveness.

·Regression: crying; arguments; oversensitivity; irritability; moodiness; overreacting to problems; personality clashes; sulking; immature behaviour.

·Aggressive behaviour: gossiping; criticising others; vandalism; shouting; bullying; harassment; poor employee relations; temper outbursts.

·Physical signs: nervous, stumbling speech; sweating; tired and lethargic; upset stomach and flatulence; tension headaches; hand tremor; rapid weight gain or loss; constantly feeling cold.

·Other behaviours: out of character; difficulty in relaxing, increased drinking or smoking; lack of interest in appearance and hygiene; accidents at home or work; reckless driving; unnecessary risk-taking.

Although there is no specific legislation covering work-related stress, there is some case law. However, employers are required to carry out risk assessments and reduce stress in the workplace, while disability rules now mean that stress can be considered as mental illness.

The Health & Safety Executive’s (HSE) standards encourage organisations to prevent stress through a risk assessment in which they consider the likely stress on their employees under six main headings:

1. demand – ability to cope with the demands of the job
2. control – input into how work is done
3. support – from colleagues and superiors
4. roles – understanding responsibilities
5. relationships – no unacceptable behaviour
6. change – input into organisation change.

While these standards are voluntary, they can be used against employers who do not fulfil their responsibilities in managing stress. The HSE is also undertaking a three-year (2005 to 2008) preventative plan to:

• implement a national stress programme
• reduce stress by 8 per cent nationally
• reduce the number of people first reporting work-related stress by the end of 2007/08
• focus on the five employment sectors with the worst record (health, education, central government, local government and financial services).

The words ‘pressure’ and ‘stress’ are often confused. While challenges that cause pressure are healthy and essential, too much pressure can be harmful and destructive to health. Stress is the reaction to excessive pressure or other demands faced by people, and is increased when they worry that they cannot cope. Work pressures can lead to stress if they are excessive or long-term. Examples of long-term (chronic) stress are fear, frustration and anger produced by an unhappy relationship with one’s boss or the unhappiness of an unsuitable job. Up to a point an increase in pressure improves performance and the quality of life. However, if pressure becomes excessive it becomes harmful.

Many organisations have developed stress policies, while others have found that a well-being policy is much more effective in improving the ‘wellness’ of their staff. The approach that is chosen will very often reflect the culture of the organisation and so may link into other personnel issues. Whichever approach is selected, however, certain elements within it will be very similar. The policy should:

• state that the organisation intends to develop a healthy working environment
• be supported by senior management
• be reviewed constantly
• identify and regularly review key well-being indicators
• provide effective advice, support, counselling and training
• include an evaluation process for well-being initiatives.