1. Stress & Empowerment Case Study at Scottish Power Lynn Holdsworth, University of Manchester Helen Russell, Scottish Power

2. Background To The Study Internal H&S Assessment found that: “Stress represents a significant occupational health risk for the organisation” Chief Executive is driving Health & Safety initiatives from the top. Working Group set up to look at stress throughout the Division. Reviewed different surveys and opted for University of Manchester accredited survey. Survey captured an employee’s perception of the job, organisation, empowerment, psychological and physical health in order to identify sources of workplace stress.

3. How The Study Was Conducted Pilot group used to check the understanding of the questions and establish how long the questionnaire took to complete. Three teams were chosen at random from the Warrington site and staff given off line time to complete the surveys. Staff given the choice whether to fill in the surveys or not. Staff were asked to complete the survey and a feedback form. The feedback form asked how long the survey took to complete and whether the questions were understood. They were also asked if they thought any topic areas had been omitted. Surveys were sent to the University of Manchester for analysis

4. Examples of Questions (1) Perception of the job Job content and design, impact of technology and monitoring, intent to leave: –“My job can be monotonous/repetitive” –“Angry customers make me feel like taking a ‘time out’ break” –“The monitoring systems are an invasion of my privacy” –“My job can be rewarding” –“I think about advancing my career in this company”

5. Examples of Questions (2) Perception of the organisation Work environment, management, organisational culture, training, work-mates: –“I am provided with adequate training in product/service knowledge” –“I find the work environment noisy” –“Managers listen to me when I have something to discuss” –“I get on well with my work mates”

6. Examples of Questions (3) Perception of empowerment Competence, meaning, autonomy, and impact: –“I am confident about my ability to do my job” –“I really care about what I do on my job” –“I have a chance to use my personal initiative in carrying out my work” –“My opinion counts in departmental decision-making

7. Findings (1) TMs are more stressed, have poorer perceptions of the job, and lower job satisfaction than TLs –High feelings of frustration –Main focus on customer needs not employee needs –Difficulty in communicating with managers, although overall good –Technological advances are good but 80% experience glitches –Air conditioning and noise (for TLs) are issues –65% would like to advance career –56% would like to contribute more –Only 50% of TLs feel monitoring and feedback help

8. Findings (2) TMs have lowest perceptions of empowerment –Low perceptions of Meaning –Low perceptions of impact on organisational strategy –Low perceptions of competence with soft skills aspects of the job Employees have poor physical health –Headaches, aches/pains and muscular tension 65% of employees do not believe things will change

9. Recommendations Look at temperature control Develop time out plans for TLs Investigate Job Rotation programme Review statistics TMs are measured on Review monitoring feedback Reassess training needs Assess bottom-up communication systems Involve TMs in setting work goals and standards Look at more flexibility of breaks, downtime etc Advise staff of welfare services available

10. Next Steps Hold interviews with small groups of staff who took part in the survey to gain more information. Roll out the survey to all to the call centre staff. Agree action plans from the information collected. Refer back to the questionnaire so staff are aware of why the changes are taking place so they know that management is listening Align & integrate Stress Survey output into other project plans. Prepare Failure Modes & Effects Analysis (FMEA) to capture H & S risks, establish causes and track agreed corrective actions.