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Stress In The Workplace Our Approach

Phil AtkinsonOccupational Health

Consultant

Sue GrimshawStress Project

Lead

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How did we know we had a problem?

5.01% of workforce reporting sick or absent40% of staff seen in Occupational Health reporting mental health problems cite work as the reasonAnecdotal experience

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Impact on individual, colleagues and

organisationIndividual

Unhappy, de-motivated, disengaged, absence

ColleaguesFrustrated, antipathy to TrustIncreased workload pressure from absent colleaguesDisengagement

OrganisationIncreased grievances and management problemsHigh absence ratesInconsistent patient careNegative public image

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Leading to

Increased absence rateReduced efficiency & performanceReputation hinders recruitment and movement of staffOrganisation left with a workforce lacking in skills & competencyImpact on service delivery

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Our Key Drivers for wanting to deal with Stress

To reduce stress levelsTo improve overall workforce well being.To have an organisation that performs effectively with its workforce fully engaged

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Getting the timing right!

Organisation already in a change process namely:Introduction of the ‘Blackpool Way’ which identifies key skills needed for any member of staff working for the Trust.Introduction of Management Style Questionnaires to assist with Performance monitoring.

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The Blackpool Way

Four pillars which areCommunicationManagement StyleRecognitionContinuous Improvement

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Barriers to the projectWhat problem?Stress makes people work harderNothing to do with the OrganisationTargets will be affected if we have to take our eye off the ballEveryone will claim to be stressed if we highlight itThey should try my job

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Our targetsReduction of Trust Sickness/Absence Rate - To 4.3% overallReduction of reported cases of stress as measured by Occupational Health by 30%Compliance with HSE Stress Management Standards

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Key objectives for the project

Review of Sickness Absence Monitoring PolicyReview of current Occupational Health services

Identify key causes for those experiencing stressTraining Needs Analysis to identify manager’s development requirements

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Key Stakeholders Identified For The Project To Succeed CEOChairmanExecutive DirectorsNon-ExecutivesStaff Side representativesThe Workforce

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Applying the Blackpool Way Principles to the Project

COMMUNICATIONMeetings to highlight problems & our vision/solutions to managing itWeb page developmentFocus groups to gain workforce thoughts, suggestions & issuesFrequent progress reports to the workforce

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Applying the Blackpool Way Principles to the Project

MANAGEMENT STYLEWe utilised findings from :

Blackpool Way Findings from 2006/7Workforce Away Day Group work 2008Focus Groups on Stress1-1 interviews by the Project LeadTrust is implementing Leadership & Mgmnt Programmes to develop staff

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Applying the Blackpool Way Principles to the Project

RECOGNITION

Listened to the workforce for suggestions how to manage stress and implement examples of best practice.Saying thank youGiving praise

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Applying the Blackpool Way Principles to the Project

CONTINOUS IMPROVEMENTAction PlansNHSLA 100 % complianceAdhering to the HSE Management Standards

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Outcome of Phase 1 Identified the issues causing stress to the workforceRecommendations from the Project Lead for designated Senior Managers to lead change on.Action Plans identifying key areas to target with robust timescales

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Progress So FarStaff Survey

2006/7 response rate was % 2007/8 response rate was %

Exit Questionnaires3 new styles to useDedicated staff to assist with completion

Appraisal of staff %Sickness & Absence rate now is 4.78%

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Next Steps – Phase TwoReview of current services in Occupational HealthFocus groups to ask workforce what they want e.g. well being initiativesOngoing monitoring of Action Plans to ensure implementation of recommendations

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Overall impact on the workforce if the Project

succeeds Staff will feel:Valued SupportedInvolved Happy at workA sense of worth

Staff will have:Positive working relationshipsCareer developmentA pride in where they work

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ConclusionSeemed a ‘brave’ project at inceptionWe believed reduction of stress would increase the Trust’s efficiency not reduce itHas required a lot of negotiating and influencing skillsBUT - we have found very few real barriers in practice