Stress at work is recognised as a key determinant of the health and wellbeing of workers.
There are a range of work-related risks which can impact on worker stress levels, such as poor work-life balance, unreasonably demanding work, lack of clarity or autonomy in the work role, workplace ‘politics’, bullying or sexual harassment, inability to instigate changes in the workplace, etc.
These risk factors are fairly common in workplaces of all types, and it is important for managers to recognise and manage them. Poorly managed stressors not only impact on worker health and safety, but can result in poor productivity, increased absenteeism and presenteeism, increased turnover, as well as higher accident and injury rates, with the resultant potential legislative exposures.
One critical element for the effective identification and management of stress risk factors is the development of an open and sensitive work culture, so that workers feel able to raise issues and concerns. Having the issues out in the open provides the opportunity to address them before harm comes to affected workers.
Another key element is for managers to be able to demonstrate that an issue raised has been considered fully – even if in the end nothing changes. This can be facilitated by the person raising the issue being the final “sign off” on the change request/incident form.
An open and sensitive work culture is driven from the top down, and must be demonstrated by the highest management level all the way to supervisor level to be effective across the organisation.
Please contact QRMC for more information.
