Stress management has become a very critical aspect of human resource management of late.

But do we take employee stress as seriously as it needs to be?.

Every year in Japan around 30,000 deaths occur
because of Karoshi (over work). In a study
conducted by Delhi based NGO - Saarthak in 30
Indian companies, it was found that 50% of the
employees suffered from stress related problems.
Further, in the studies conducted in the US and
UK, it was found that more than 60% of
employees complain to be stressed out in their
jobs.

Stress has been identified as one of the most

common work-related perils of modern times.
Previously it was considered to be limited to the
developed countries, but with the turn of the
century, it emerged as a global syndrome. Many
organizations have also realized the cause and
impact of employee stress and have initiated steps
to combat work-place stress. Some organizations
have gone beyond the work place and have been
trying out innovative methods of handling
employee stress caused by extra-organizational
factors too.

But, what is stress?

Taber's Cyclopedic Medical Dictionary defined stress as "the result produced when a
structure, system or organism is acted upon by forces that disrupt equilibrium or
produce strain". Generally, stress is said to be human body's reaction to various
organizational and social factors called as - Stressors. The fast-approaching project
delivery deadline can be a stressor. The fact that you have to renew your car
insurance within the next two days, but have no time for it, can be a stressor. Even a
seemingly simple reason like your inability to help your child prepare for an
admission test at a prestigious school can be a stressor. There can be scores of
stressors surrounding you and you might not even be aware of their impact on your
well-being. Stress is not always harmful. Sometimes, it can in fact prove to be
productive. For example, the fast approaching project delivery deadline might
succeed in bringing out your best performance. However, when the stress becomes
unmanageable, it starts having a negative impact on the individual. Employers
should know where to draw the line to bring out the best and not the worst out of
their employees.
Reasons for stress can either be organizational (occupational) or extra-organizational
(personal). The first category refers to work-related and work-place related factors.
The second category refers to personal issues like the ill-health of a family member.
The basic fact is that whatever might be the reason, stress can impact an individual's
personal as well as professional life. Let's look at what work-place stress is all about.
For instance, surveys conducted in 2006 and 2007 in the UK and the US respectively, found that
employees in Information Technology (IT) industry (including the ITeS outsourcing industry) were
the most stressed. Accordingly, these organizations had started implementing various
unconventional methods to decrease stress at the workplace.

Even in India, organizations had woken up to this menace and were resorting to novel methods
including teaching the employees dancing and music, trekking, etc, to reduce stress at the
workplace. For instance, Tata Consultancy Services Ltd. had started different clubs like Theatre
Club, Bibliophile Club, Adventure & Trekking Club, Fitness Club, Sanctuary Club, Music Club and
Community Services Club, etc.

Infosys Technologies Ltd. focused on increasing self-awareness and provided the employees
with guidance on how to cope with stress through a series of workshops by experts.

Bradford Metropolitan Council - stress prevention strategy

Developing a stress prevention strategy

In 1997, the University of Sheffield carried out a stress survey among the staff at Bradford
Metropolitan Council. Results from the survey showed that 41.6% of staff were exhibiting
excessive symptoms of stress. There were differences in the prevalence of stress across the
three main occupational groups within the council. The highest level was amongst teachers
(56.5%), followed by officers (43%) and craft/manual staff (26%).

Given the wide range of physical and mental health problems associated with prolonged levels of
anxiety and stress and the increasing costs to the council due to stress-related sickness and
absence, the council initiated a strategy to pro-actively address the situation in 2000. The strategy
also linked with the council's 2020 vision, which is to make Bradford 'a great place in which to
live, learn, work and play'.

A holistic approach

Whilst the audit in 1997 focused on stress, it was recognised that health is a complex concept
and there was a concern that focusing only on 'stress' created an artificial division and an
unhelpful distortion of the picture. All aspects of health are interrelated and interdependent, and
there needed to be a broader and more holistic approach to employee well-being.

An organisational strategy was developed to allow this broader approach, whilst also
incorporating the issue of stress. In order to work effectively and engage the workforce in a more
direct way, the interventions needed to be focused on the impact the strategy would have on
service delivery. Taking an organisational approach to workplace health meant that Bradford
established an integrated, sustainable programme that reflected the priorities of staff and the
organisation.
A framework for action in education services

The strategy involved developing two frameworks for action; one to cover Education, the other to
cover the rest of the council. This was done as the school setting was seen as a unique
environment that required a focused approach to the development of programmes suited to local
circumstances. The strategy also needed to take into account the 'National Healthy School
Standard' and collaborative working with Education Bradford (the privatised local education
authority) and with the teaching and non-teaching unions.

The framework was presented to the senior management team for endorsement and has been
used as part of the consultation process with the trade unions. The unions are also members of
the Steering Group that was implemented.

In summary, the framework sets out the following goal, aims and objectives:

 Absolute goal: To contribute to the health and well-being of Education staff within Bradford
Metropolitan Council.
 Aims:

 To develop a school Health and Well-being Strategy

 To contribute to a reduction in the sickness absence of school staff.
 Objectives:

 To set up an education steering group chaired by the Director of Education

 To work in partnership with other agencies and health professionals
 To work collaboratively with Education Bradford
 To link into the National Healthy School Standard
 To target schools through the use of sickness absence statistics and other appropriate
data, to address their needs
 To conduct a needs analysis with staff within identified schools.
Council-wide

A similar approach is being adopted in other directorates of the council, with the emphasis on the
use of a steering group to enable representation from all the key stakeholders and to work in
partnership with outside agencies and build links with local community initiatives.

Strategy into practice

In order to support the Strategy and ensure an integrated approach, the council's policies and
procedures have been reviewed.

The council has also implemented the following initiatives:

 Education Pilot Survey. A needs analysis was undertaken with six schools, in the form of a
questionnaire, in order to extract qualitative and quantitative data. This enabled staff to feedback
what the priorities were for them in terms of their physical and mental health. It allows planning to be
driven by staff, thus producing recommendations and interventions that are specific and appropriate
to staff needs. This is now being rolled out to other schools.
  Stress management action plan. The council's OH unit have produced a template that enables
managers to assess the risks of stress within their teams and identify areas for action.
 Counselling. This service is available, where appropriate, through the OH unit.
 Back care. As part of the Education initiative, the council is working in partnership with Airedale
Physiotherapy and Sports Injury Clinic to develop a range of packages for schools. This will be on a
reactive and proactive basis.
 Health of Men project. The council is looking to work in partnership with a New Opportunities
funded group targeting men's health, especially low paid and disadvantaged males. One of the
group's priorities is the workplace and as the largest employer in the district Bradford Council can act
as an exemplar to other organisations. As part of the council's commitment to working collaboratively
with this project, it is employing and hosting the Business Co-ordinator post.
 Stress Risk Assessment. The council has evaluated several models and is currently determining
which model best suits its circumstances and resources.
 Healthwise. This is a course based around physical activity and exercise, relaxation and health
topics. The council has enabled five employees to be trained by Bradford Health Authority to become
tutors, who can run courses for staff.

The council is pleased with progress and believes that the approach will help to contribute to the
council's objective of reducing sickness absence by 25% by 2007.