| Some of us thrive on a bit of pressure - it can | | | | the analysis of their work they are able to voice |
| improve our performance because that's the way | | | | their views over what is too much work or too |
| we're designed. However, too much over an | | | | few hours, what is challenging and interesting |
| extended time can take its toll. | | | | work and what is not. |
| In Victoria, 8% of all workers' compensation | | | | The work may still have to be done but by |
| claims are stress related - and these cost double | | | | allowing their views to be heard provides them |
| the amount of other claims. The total cost in | | | | with a sense of being part of the decision making |
| Australia for stress related workers' compensation | | | | rather than just victims. They will also have ideas |
| is estimated to be $200 million every year. Add | | | | on how best to manage the challenges. |
| to this sick leave, low productivity, staff turnover | | | | Worthwhile work |
| and other consequences of people being stressed | | | | If people can see the link between their efforts |
| and the costs start to mount up. | | | | and the business results they can see that it is |
| BUPA, the UK's leading provider of private health | | | | worthwhile - rather than endless effort for no |
| care insurance, hospitals and health care services | | | | obvious reason. |
| has researched this area and tell us the leading | | | | Control over their work |
| causes of workplace stress are: | | | | If they are identifying the KRAs they can see |
| Lack of control over work | | | | that these are the things that matter. In this way |
| Excessive time pressures | | | | they can structure their activities and priorities to |
| Excessive or inflexible working hours | | | | focus on those rather than get bogged down in |
| Too much or too little work or responsibility | | | | superfluous tasks. |
| Confusion about duties and responsibilities | | | | There is always plenty of work but having clear |
| Lack of job variety and interest | | | | priorities and the ability to make choices is a |
| Inadequate training and possibilities for learning | | | | definite stress reducer. |
| new skills | | | | Measuring the KRAs |
| Poor work/life balance | | | | By having a measure against each KRA they can |
| Difficult relationships at work | | | | monitor their own performance. The measure |
| Lack of support and lack of contact with | | | | provides a clear idea of what success looks like |
| colleagues | | | | and there can be a sense of achievement in |
| Organizational confusion, restructuring, job change | | | | getting close to or exceeding it. |
| Uncertainty over job prospects | | | | Communication |
| How much control, as employers and managers | | | | Communication - in both directions is a function of |
| do we have over these factors? Quite a bit it | | | | good management. Managers need to be trained |
| would seem. Many of these factors relate to job | | | | to identify what is required, how to communicate |
| design and communicating expectations - these | | | | it and how to identify the needs of the |
| are probably within the control of managers. | | | | employees. |
| Job Design | | | | As a simple rule of thumb remembering to check |
| Designing jobs can be done effectively if a | | | | off the "3 As" in communication is worthwhile: |
| process is followed that links the objectives of | | | | Who is Affected? |
| the organization to the individual's outputs. | | | | Whose Assistance is required? |
| Involving the individuals in this process will greatly | | | | Whose Authority is required? |
| enhance the results. | | | | Knowing what is happening and why is much less |
| Even if you currently have a structure that you | | | | stressful than not knowing. In the absence of |
| feel doesn't need reorganizing or jobs that don't | | | | communication people tend to make things up and |
| need redesigning, going through this process will | | | | this can be very stressful. |
| have benefits and may well be good insurance | | | | Success will only come when employees are |
| against the unhealthy growth of stress in the | | | | delivering what is required and are satisfied doing |
| workplace. | | | | it. If they are not satisfied it is not sustainable. |
| We have found the most beneficial method of | | | | The consequences may be stress, resignations or |
| defining jobs is to work with current job holders | | | | just plain disgruntled, unproductive workers. |
| to document their own jobs in terms of Key | | | | Managers need to know their staff - what |
| Result Areas (KRAs) ie the outputs from their | | | | interests them, what they like, what they don't |
| jobs . With each of these they also define how | | | | like. By getting close to them any issues can be |
| these are measured. | | | | identified quickly and nipped in the bud. |
| To get to this stage firstly they examine the total | | | | Summary |
| output of the organization and then break that | | | | So, in reviewing the causes of stress and our |
| down to identify what their division or department | | | | possible solutions, we see that there is much |
| contributes, then their work area and down to | | | | within our control - involving people in defining their |
| their particular job. This way they see and | | | | jobs and building management skills. |
| understand the linkage between what they do | | | | The good news is you can start gradually working |
| and the business outcomes. | | | | on these areas or you can move quickly with a |
| This method has many advantages. | | | | full blown program. Those who take no action will |
| Involvement | | | | pay the cost. |
| By having the job holders themselves involved in | | | | |