The Last Word Comment
Managing stress: a culture
Amidst a successful modern society, taking practical action can help you to achieve and be more satisfied
The past few years have seen many traditional taboos broken and developments in the workplace have reflected this, such as the introduction of shared paternity leave and the increasing conversation around the impact of the menopause at work. There has also been an undeniable increase in the awareness around mental health. Conventional thinking around the topic,
which promoted a stiff upper lip, now seems to be in the minority, and to many, it feels as though the environment has changed, and mental-health issues can be addressed and discussed within organisations. Many firms now have designated ‘mental-health first- aiders’ and are more knowledgeable on mental-health conditions such as depression or anxiety. According to research by The University
of Leicester commissioned by CABA, when it comes to asking for help, 70% of chartered accountants who responded admitted being reluctant to do so. The same number also believe they should be more self-reliant when dealing with issues. So, whilst the internal infrastructure to support employees is often in place, it is surprising to see that the mindset of personnel has not adapted as quickly and there is a reluctance to use their services. Certainly, within the workplace, asking for help can mean the difference between success and failure, and, therefore, needs to be encouraged and demonstrated as an open line of communication. Considering that further research carried
out by CABA last year found that four in 10 employees are close to breaking point at work, how do firm and HR departments create these healthy workplace cultures, where employees feel safe enough to ask for help? Here are a few steps designed to help adapt a more positive company culture.
Talk about mental health openly Lengthy or more frequent exposure to stressful experiences may increase the likelihood of an employee developing a common mental-health difficulty such as depression or heightened anxiety. Early
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difficulties stemming from workplace factors and discuss ways to manage and implement reasonable, time-limited adjustments. These could be things such as: demands, control, support, relationship, role, and change. This framework enables individuals and
Whilst the internal infrastructure to support employees is often in place, it is surprising to see that the mindset of personnel has not adapted as quickly and there is a reluctance to use their services
opportunities to discuss mental health and wellbeing in the workplace, especially if you are already concerned about an employee or team will help you to create a culture that talks openly about health issues. It is not just battling stress that can be
enhanced by asking for help at work, but team performance can also benefit. Having an open and clear dialogue will create a culture of trust among not just employees and their seniors, but also within teams. Companies that endorse and cultivate networks that support mental health may also see positive changes in the number of sick days, and a higher level of productivity as their employees are less likely to suffer from built-up pressures and stresses, thanks to the ability to discuss their issues and receive suitable support from the outset.
Solution-focused and collaborative Employers and employees need a framework that promotes a solution-focused approach. This should provide opportunities to identify
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teams to feel included and gives them a voice when considering effective adjustments at work. More importantly, it is not designed to be a punitive process but provides a space where all parties can move potentially difficult circumstances forward. It allows employers to monitor if adjustments and interventions are actually having the desired effect and reducing the experience of stress at work.
Promotion of support strategies We know that early intervention is key when supporting employees who may be experiencing difficulties and that it helps them to recover more quickly and stay at work. An open conversation is an ideal chance to talk through the various support mechanisms your workplace promotes. This could include counselling and
occupational health services to flexible working opportunities and information on any training courses you offer to increase personal confidence and skills-based competency. It will also help you to reassure employees that it is OK to use these services and how effective they can be.
Early intervention If you notice an employee whose performance is dropping and who you may be concerned about, it is best to try to identify any work issues that may be driving difficulties or exacerbating them. Even if an individual’s difficulties are coming from other areas of their life, it is appropriate to make effective, reasonable adjustments to reduce any unnecessary pressure on them at work. One thing is certain, situations often do
not resolve themselves in isolation and a proactive, supportive approach may just avoid lengthier periods of absence. CCR
Edited from research produced by CABA. March 2020
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