Stress Awareness for Managers

Some risk factors for harmful stress:
non-supportive culture; poor communication or problem solving; feeling undervalued
ambiguity or conflict in role; poor definition of objectives/tasks
excessive direct responsibility for people
lack of control over work; little participation in decision-making
poor work relationships; conflict, bullying or harassment; isolation or lack of social support
conflicting demands at work and home; elder/child care problems; low practical support at home
tight deadlines, lack of control over pacing or time pressure, work overload/under-load
unpredictable or unsocial work days/hours
A supportive work environment can be provided by:
Dealing with staff in a sensitive and caring fashion
Regular monitoring of staff satisfaction and well-being
Ensuring staff know whom to talk to about problems
Fostering a team approach and good relationships between members of staff
Principles of Good Management
Communication
Have clear regular two-way communication with your staff. Are there formal meetings? Is there the opportunity for informal discussions?
Recognise and praise individual or group achievements, hard work and efforts
Give supportive and constructive criticism when required
Provide opportunities for staff to discuss their concerns. Listen sympathetically to their concerns and take action about these concerns as appropriate
Communicate and discuss team objectives, mission and values
Involve staff in proposed changes in staff, work tasks and responsibilities
Think through the impact your actions and decisions have on the staff for whom you have responsibility
Give time to individual members of staff
Work design
Have clear roles and responsibilities for your staff which they understand and work to
Regularly review known work pressures such as excessive workload, tight deadlines, staffing levels, and need for staff skills development
Identify jobs where stress has been or is a problem and see what can be done to reduce the risk of stress to the job holders
Ensure that instructions and requests to staff are clear and are not conflicting
Allow flexible work schedules when this is practicable
Where possible, ensure staff have some control of their work tasks and that their work has variety
Health, safety and welfare
Take health and safety seriously
Where there are relationship problems, tackle these early, identify issues and agree the steps to try and resolve the matter
Visit your staff in the workplace
Know how long your staff work
Encourage staff to take their full entitlement of holidays each year
Provide as good a work environment as possible with the appropriate equipment to do the work efficiently
Actions to Support Staff who Feel Stressed
Treat stressed employees in the same way as those with a physical health problem
Discuss the issue with individuals and demonstrate that you are concerned about their health
If work is affected, discuss the problem with Personnel who may refer the individual to Occupational Health
Ask if there is anything you can do to help
Consider any simple adjustments to work
Advise the individual about sources of help within or outside the University
Actively follow up an individual with stress problems and continue to demonstrate your wish to support them
Review and if necessary modify the work tasks and responsibilities of individuals who have had sickness absence due to stress or depression, and continue to monitor their progress