Rather focus on easy and simply applied measures to lower stress and at the same time show staff and regulatory authorities and legal courts that your organisation does stake stress seriously.
Here are just 10 tips you might start with…
1. Guarantee your Worker Manual and Induction has lots of wording in it that shows that management knows about the unfavorable aftermath of too much stress. Explain what folks must do if they feel under strain. Go OTT to show that management wants and welcomes dialogue reporting of excess stress. Who ever gives the induction must state this orally too.
2. Have a clear, written and concise process that folk can follow if they find stress getting out of hand.
What can folks do if they feel under stress?
Who should they talk to?
What do they do if it is their chairman who is the reason for stress?
What sorts of help can the business offer?
Make sure workers know they also have a responsibility to look after their physical and psychological well-being.
3. Give folk clear job descriptions so they know what is needed of them and revisit the outline every 6 months to update them. You can do this in the once a year or ( better ) twice-yearly appraisal Involve folks in writing and re-negotiating job outlines. Particularly ask about what can be done to alleviate stress and record the solution.
4. Keep referring to stress in newsletters, speeches and conferences. Put stress alleviation on the program of management conferences and have a set section in the newsletter.Senior chiefs should include a mention of stress in 1 speech per year.
5. Offer people-management / leadership workshops to bosses and supervisors. A lot of them don’t understand how to get the best from their folk. Nonessential stress is due to unawareness of how to chat to and treat folk effectively in the modern workplace. Often supervisors have no idea they’re a source of stress nobody tells them. Keep it simple : one day is sufficient and avoid models and hypotheses of leadership!
6. Offer anxiety control workshops and literature. Even if there are no current stress issues offer the workshops anyhow. Even insist folk go. Keep it simplistic a half-day is sufficient and avoid all theory! Give folk a book or CD on anxiety management as an element of the induction.
7. Provide a resource allocation workshop. It is fantastic how folk can take better control when they know it’s okay to decline, to dump a meeting, to dump a dispatch, to cut short appointments and to find better, faster less tiring methods of doing things. The general public get bogged down because they do not concentrate on the idea of resource allocation and even when they do, some are too frightened to approach the CEO.
They may think you’ll think, they are lazy or unhelpful.
8.Monitor stress levels. No, you do not want an 80-question stress climate survey or official anxiety management standards. Just twice yearly issue a half-page with one query : For you personally give 3 things the organisation could do to reduce irrational stress. Make this a nameless exercise and publish the results with actions taken.
9. Take a bit of time to listen and act. If a stress issue is raised, be seen to be taking it seriously. Make time to listen, document the problems and then do something. While keeping confidences publicise what action has been taken.
10. Sadly , at some point soon you will need to prove to some authority that you do things the fight irrational stress. Thus keep a running and recent record simply a straightforward book – of all the stuff your organisation is doing to alleviate stress at work. Record everything.
For instance, if you run a Recruitment Interviewing Course, record how you amended the content to incorporate an hour or so on testing to determine if applicants can deal with the strain of a selected job.