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IDS HR Study 845, May 2007 Managing stress
Stress is the largest single cause of long-term absence among white-collar workers in the UK. It is not surprising, therefore, that considerable efforts are now being made to reduce its impact in the workplace. Employers also have a legal duty to conduct risk assessments and take action whenever employees are known to be experiencing stress. Once the main sources of stress have been identified, the most effective results are normally achieved through an approach combining organisational interventions to raise awareness and provide support – such as devising a stress policy, offering training, or giving access to employee assistance programmes or counselling – with initiatives at a team level. Managers also have a key role in protecting team members from excessive pressure and helping employees who show signs of stress. Many employers seek to prevent stress from arising in the first place – by promoting good mental health through wider-ranging health initiatives, for example. It is inevitable, however, that some employees will develop stress-related illnesses resulting in long-term absence from work. At this stage, having a well-structured rehabilitation process in place is essential This publication includes detailed case studies of stress management strategies at BP, South Wales Police, Bradford & Bingley, Birmingham City Council and United Utilities, as well as an overview of initiatives to build resilience at GlaxoSmithKline and promote employee wellbeing at BT. The Study also looks at the Health & Safety Executive’s management standards for stress, while a separate five-page ‘Stress and the law’ section summarises employers’ legal obligations and duties. Subscribe to IDS HR Studies
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14 April, 2008
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