In stress awareness month, what can SMEs do to manage workplace stress – 5 easy ways to bring about change.
Workplace Stress – the research
2022 health and wellbeing research by the Chartered Institute of Personnel and Development (CIPD) has found that workplace stress is a significant cause of short and long-term sickness absence and mental ill-health. Additionally, there is also plenty of evidence for a proven link between high employee wellbeing and improved business performance.
So how can SMEs bring about change to manage workplace stress?
Initially, a smaller company can do many things which do not require the investment in time and cost that comes with a fully fledged employee wellbeing programme or employee assistance programme (EAP) support. Finding out what the problems actually are will ensure you develop an effective plan for how to address them.
How to spot signs that you may have a workplace stress problem
If you think you may have an issue, you probably do. But here are a few telltale signs:
- Increased absence levels
- A downturn in productivity – people fail to meet deadlines or do not complete work
- Changes in the behaviour of employees – looking anxious, angry or over-conciliatory
- Poor workplace communication – more passive/aggressive emails, less friendly chat, more examples of people in “factions”
- A drop in cooperation and teamwork
- More formal grievances
- Higher staff turnover or employees asking to be transferred out of a department or section.
- Less discretionary effort and more people “working to rule”
- Increase in overall employee turnover
Five easy ways to bring about change
1. Consider what may be causing the stress
HSE research has identified six general categories; demands, control, support, relationships, role and change. But you might simply ask yourself whether some of this exists in your company; poor workplace relationships and poorly managed conflict. Line managers who do not allow team self-accountability and workload management because of controlling or negative-deficit approaches. Line managers with too much to do and not enough resources, influence or training to support them. Work systems for assigning and managing workload which do not ensure a fair division of labour. Employees who cannot voice concerns, discuss things which haven’t worked or learn from mistakes. Inaction over poor standards of behaviour, unprofessional working relationships or bullying and harassment. Health matters left unaddressed if they are too difficult to deal with. Insufficient training, so employees cannot confidently perform their roles or carry out their jobs. Pay or reward which is not transparent or is unfair, causing anxiety and frustration. Poor health and safety management, so employees do not feel protected. Changing any one of these things for the better can have measurably positive impacts on the efficiency of your company.
2. Listen and learn about stress in your SME
Do not assume that you know. Investigate and analyse any information you can gather. Allow feedback through meetings, email, confidential chats, a suggestion box or discussion forums. Or you might consider a formal questionnaire, in which case the HSE Workplace Stress Survey tool is free for smaller organisations. However you address it, ensure a no-blame, confidential approach, so you get the truth. Communicate a desire to address the results robustly within the constraints of the business. Allow employees to proactively take responsibility – “How can we do things better?” – and create an enabling environment to ensure any improvements stick. Remember too that, as part of your duty of care as an employer, managing workplace stress is now something which you must be able to prove you are acting on.
Remember too that, as part of your duty of care as an employer, managing workplace stress is now something which you must be able to prove you are acting on.
3. Keep a record and make a plan
Use what you have learned to create an actionable plan for change. Refrain from raising expectations and then doing nothing with the information; this is hugely demotivating. Consider easy next steps which could make an immediate improvement. Remember that choosing “low-lying fruit” first can help create the momentum needed to create lasting change later. But do not stop there, as you risk it looking like a sticking plaster solution or a tick box exercise. More difficult changes to company culture or the way “things have always been done” can have a significant impact and will undoubtedly improve company productivity, particularly if employees are involved in the process.
4. Embed change
Keep an employee suggestion scheme in place to ensure the dialogue continues. Carry out exit interviews, so you know why employees leave. Formalise behaviour management by putting in policies and procedures that will clarify your expectations. Have a formal sickness absence policy which supports disclosure and an enabling approach to returning to work. Be aware that an inclusive and diverse accepting culture is not only a legal responsibility but will significantly reduce workplace stress for employees with protected characteristics, who may face increased discrimination or damaging behaviours. Model open and supportive communications from the top, to reduce stigma about mental health. Introduce other ways to promote good health – it is not about providing gyms or an app – but how you can facilitate signposting to resources1 and embed wellbeing in how the company operates.
5. Know what to do in individual cases of distress or mental health problems
It is sometimes difficult to distinguish when workplace stress turns into a mental health problem or whether it is an exacerbating factor in an existing issue. The DWP, HSE and DH have produced a helpful booklet which provides some guidance about what to do and the best steps to manage the situation when an employee experiences mental health problems. In all cases, taking early steps to manage workplace stress can make a big difference in outcomes and the use of individual stress risk discussions and back to work and wellness action plans can facilitate this. With support, employees can successfully return to work, ultimately facilitating or speeding up their recovery. However, you may wish to seek guidance from an Occupational Health specialist or other clinician if you feel out of your depth. In particular, they can help if the situation does not improve and an “exit with dignity” becomes the best outcome for the individual and the employer.
In conclusion
If you need any support dealing with workplace stress for SMEs, advice on writing policies, or further training to raise awareness for your employees, please contact me here or message me on LinkedIn. I’m happy to discuss anything in confidence and work through with you the best ways of bringing about a positive change. Which means you can concentrate on the many other demands made on your time running your business.
Mind: 0300 123 3393
Samaritans: 116123
Campaign Against Living Miserably : 0800 58 58 58
No Panic: (people struggling with panic attacks, phobias, OCD and other anxiety-related difficulties) 0300 772 9844
YoungMinds: 0808 802 5544
Domestic Abuse Helpline: 0808 2000 247
Men’s Advice Line (male victims of domestic abuse) : 0808 8010 327
The Silver Line: 0800 470 8090
Beat (eating disorders): 0808 801 0677
National Suicide Prevention Helpline: 0800 6895652
Papyrus (people under 35 struggling with suicidal feelings): 0800 0684141
Switchboard (LGBT+ people – guaranteed to reach an operator who identifies as LGBT+): 0300 330 0630
Combat stress (helpline for veterans and their families ); 0800 138 1619
Shout UK: Text SHOUT to 85258 for text support if talking on the phone isn’t possible.
