WHAT IS STRESS? So what causes stress?

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2 WHAT IS STRESS? Recognise stress in the workplace Stress is the reaction a staff member may have to excessive pressures or other types of demands placed upon them. It arises when a staff member worries that they cannot adequately cope with the demands being made of them. So what causes stress? Stress is often described as a feeling of being unable to cope, being overloaded, uptight, tense or worried. Stress is a personal experience caused by pressure or demands, and impacts on person s ability to cope, or their perception of that ability. Stress can be both productive and destructive. Whether the effects of stress are positive or negative depends on how it is perceived, the individual reaction and the change it brings to the person s lifestyle. Stress resulting from challenges or events that bring out the best in you or are seen as achievable can be referred to as positive. Similarly, stress resulting from challenges or events that are seen as impossible to achieve can be referred to as negative. Stress can be caused by various factors; some are external (for example where we work or live) and some internal (such as physical illnesses or worry). Some factors we can control and others we cannot. There are a number of factors inside and outside of the workplace that can lead a staff member to experience stress including: Organisational: poorly managed workplace change, uncertainty, low levels of control over work, work demands, poorly managed relationships, poor levels of support by leaders, role conflict and lack of role clarity, excessive hours, shiftwork, bullying/harassment Environmental: weather, pollutants, office ergonomics Socio-economic: family, financials strains, marriage/relationship issues, children, housing, death, illness, social Physical and mental illness: anxiety, depression, adjustment disorders and weight loss/gain. We re all vunerable to stress in the workplace. As a leader you are responsible for making sure that the workplace doesn t make your staff ill. If you identify that a staff member is particularly vunerable because of their work circumstances and demands, look at ways to relieve their work pressures so that they do not become excessive. Don t asume that all staff are capable of withstanding reasonable work pressure!

3 3 Managing workplace stress: s IMPACTS AND COMMON CAUSES OF STRESS Recognise stress in the workplace Workplace stress can have physical, behavioural, mental or emotional impacts, with varying signs and symptoms. The earlier you identify that a staff member may be suffering possible signs of stress, the sooner you can act proactively to help them. Some signs are obviously related to stress, but some are less obvious. This can make stress difficult to identify. Here are some common signs, symptoms and behaviors relating to workplace stress that will assist you to recognise the signs of stress in your staff, you may see some or all of these: Mental stress which may appear as: anger, sadness, irritability, excessive worrying and hyperactivity defensiveness and emotional outbursts (crying or yelling) forgetfulness, pre-occupation and difficulty in decision making. Behavioural stress which may appear as: talking too much and withdrawing from colleagues difficulty resting, taking breaks and diminished performance inappropriate and impulsive behaviour substance abuse (e.g. increased alcohol consumption or smoking). Physical stress which may appear as: fatigue, headaches, dizziness and sleep disturbances muscle tightness (neck, shoulders, jaw) shortness of breath, gastrointestinal upsets and raised blood pressure. Some common causes of stress are: Death of spouse, family member or close friend Marriage, marital issues including separation or divorce or marital reconciliation Pregnancy Addition to family (e.g. new baby, relative moves in etc.) Conflict or violence at home or in the community Personal injury or illness Change in family member s health Job termination or redundancy Retirement from job Significant change in job duties Change in financial status Loss of housing due to lack of finance. Workplace culture which stress may appear as: high absenteeism and high turnover low morale, apathy, lack of teamwork and team spirit low productivity and poor performance increased accident and incident reports.

4 LEGAL RESPONSIBILITIES Understand and prevent workplace stress Workplace stress can be a significant health and safety issue. Leaders have a duty to make sure that their staff are not subjected to unnecessary stress in the workplace. As a leader, you can positively influence and contribute to your workplace meeting its legislative responsibilities. So what are your legal responsibilities? Leaders play an important role in supporting their employers to meet their primary duties under the Work Health and Safety Act 2012 (SA) (the WHS Act) to ensure the health and safety of workers and others at the workplace so far as reasonably practicable by: providing and upholding a work environment without risk to health and safety including psychological health and safety providing and maintaining systems of workers that are safe monitoring the health and wellbeing of workers and the conditions with the business consulting with staff and representatives on work health and safety issues and matters providing information, training, supervision and instruction to enable and empower staff to safely perform their duties. Under the WHS Act leaders and staff (regardless of their level within a business) are required: What if a claim for mental illness is made? The Return to Work Act 2014 (RTW Act) (Section 7) defines a psychiatric injury as: being an injury arising out of or in the course of employment and that the employment was the significant contributing cause. If a claim is lodged, the claims agent for ReturntoWorkSA will determine if employment is the significant contributing cause or if the claim arose due to industrial or other issues. Your obligations as a leader are to ensure you are proactive and respond quickly to manage potential issues. to take reasonable care for their own health and safety cooperate with their employer s reasonable policies and procedures comply with instructions issued about work health and safety matters ensure their acts or oversights do not adversely affect the health and safety of themselves or others.

5 5 Managing workplace stress: s RISK MANAGEMENT FRAMEWORK Understand and prevent workplace stress A structured risk management approach helps leaders support their workplace in complying with their general duty of care. Leaders should proactively apply the risk management process to control, as far as resasonably practicable, exposure to factors which may contribute to workplace stress. So what is the risk management framework for managing stress? STEP 1: IDENTIFY THE RISKS: Risks have the potential to cause harm. It s important to remember that a risk is the likelihood that harm will result from exposure to a single factor or a group of factors. You can identify the risks of stress in your workplace by considering: sick leave, absentee records, staff turnover rates, staff complaints, and work injury claims feedback from your workforce through one-to-one and group discussions staff interactions you may observe or overall work performance. STEP 2: ASSESS THE RISK Once risks are identified, consider some of the following to determine the level of risk of stress in your workplace: The nature of the risk the capacity the risk has to bring harm, i.e. a staff member being exposed to low levels of colleague conflict in the workplace may be unpleasant without causing a health and safety risk. However, significant levels of conflict that has not been managed, may increase workplace stress. The degree of exposure to the risk this requires consideration of the frequency, duration and intensity of exposure to the risk, e.g. a staff member working under prolonged time pressures may suffer from workplace stress. STEP 3: CONTROL THE RISK After determining workplace stress factors, appropriate risk control measures can be nominated and implemented in order to control the risk, so far as is reasonably practicable. Here are some examples of control measures that you can put in place to manage the risk of workplace stress: planning workloads to address level of control and job demands reassessing position descriptions to guarantee role clarity providing assistance to staff to increase level of job support. STEP 4: MAINTAIN AND REVIEW In relation to workplace stress, it is recommended that control measures are reviewed to ensure that they remain effective. This approach also contributes to ensuring employers, or persons in control in the workplace, are meeting their obligations to eliminate or minimise risks to staff health and safety.

6 STRATEGIES TO MANAGE WORKPLACE STRESS Manage workplace stress Leaders are in a unique position to manage stress in the workplace and provide support to staff who may be experiencing workplace stress. Here are some ways in which you can manage workplace stress, provide support to your staff and create a supportive work environment. There are a number of strategies that you can implement to provide support to a staff member that may be suffering from workplace stress. have clear work goals and assist with work demands provide staff with training and development opportunities provide all staff with adequate information provide (where appropriate) backfilling of roles or redistribute work when staff are on leave provide additional assistance to staff who may be undertaking a challenging task or project provide adequate information to your workforce and communicate often hold regular meetings with your staff and discuss work pressures and challenges within the workplace provide an induction to new staff or staff who may undergoing role changes when implementing change (particularly change impacting roles) give staff the with the opportunity to provide input and feedback encourage your staff to have input into policies, procedures and tasks. You can provide a supportive work environment for your staff by: dealing with your staff in a professional, sensitive and empathetic manner regularly monitor staff level of satisfaction and general wellbeing ensuring your staff know they can talk to you about stress they may be experiencing in the workplace fostering a team approach through collaboration and good relationships between staff. The features of a high performing team that leaders should be committed to: having a shared vision ensuring clear roles and responsibilities promoting a common purpose creating a trusting and respectful environment with open communication having documented core business systems, policies and procedures.

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