1. People Risks – Having meaningful discussions, one conversation at a time Risk Management Forum 2014 Jennie Trinder

2. What is stress...

3. But really… "The adverse reaction people have to excessive pressures or other types of demand placed on them at work." Stress is not an illness – it is a state. However, if stress becomes too excessive and prolonged, mental and physical illness may develop.

4. What isn’t stress…….. Staff being asked to: Do the role for which they were employed Complete tasks in a timely manner

5. The legal and moral case >Legal obligations under the Work Health and Safety Act 2011 – complying will minimising costs and liability. >We have a legal obligation to ensure that people are not at risk of further injury or illness. >It’s the right thing to do – create a safe environment where you can work and learn.

6. What psychosocial stress costs us… In Australia, the total cost of workers compensation claims for stress and related conditions is estimated at over $200M/annum At Griffith we have had successful common law claims for post traumatic stress disorder Our employee assistance provider in 2013 reported 41% of staff presented for workplace concerns – the majority being workplace conflict and operational demands. This was up from 32% the previous year.

7. What are the costs… Direct CostsIndirect Costs Medical and like expensesAbsenteeism Increased workers compensation premiumsPresenteeism Legal and related costs (fines)Reduced morale Poor work performance, efficiency and productivity Replacement of staff and retraining costs Loss of corporate knowledge

8. Factors of stress…. Background and culture; Skills and experience; Personality; Personal circumstances; Individual characteristics; Health status; Ethnicity, gender, age or disability; and Other demands both in and outside work.

9. Signs and symptoms of stress… Physical - Appears tense, appears tired, complaining of physical ailments such as headaches and nausea, shaking, sweating, unexplained weight change. Cognitive - Difficulty making decisions, poor memory, attention and concentration, negative thoughts/pessimism (e.g., I am useless, why bother, nothing is going to change, what is wrong with me?, what will they think of me?) Emotional – Frustrated, irritable/short fuse, anxious, fearful/scared, teary/upset, worthless, guilty. Behavioural - Absenteeism and lateness, social withdrawal/isolation, increased mistakes, accidents and injuries, increased use of drugs/alcohol/cigarettes, lowered productivity, deterioration of workplace relationships (e.g., conflict), reduced motivation/interest, avoidance, hyper-vigilance.

10. Most common reasons for workplace stress… Job Demands Role overload Role ambiguity Role conflict Cognitive demands Emotional demands Group task conflict Group relationship conflict Job Resources Job control Supervisor support Co-worker support Praise and recognition Procedural justice Change consultation

12. Management Standards for work related stress… The Management Standards cover six key areas of work design that, if not properly managed, are associated with poor health and well-being, lower productivity and increased sickness absence - cover the primary sources of stress at work. These are: Demands – this includes issues such as workload, work patterns and the work environment. Demands Control – how much say the person has in the way they do their work. Control Support – this includes the encouragement, sponsorship and resources provided by the organisation, line management and colleagues. Support Relationships – this includes promoting positive working to avoid conflict and dealing with unacceptable behaviour. Relationships Role – whether people understand their role within the organisation and whether the organisation ensures that they do not have conflicting roles. Role Change – how organisational change (large or small) is managed and communicated in the organisation. Change

13. What you should be doing…not

14. What you should be doing… Demands Provide employees with adequate and achievable demands in relation to the agreed hours of work; Ensure people's skills and abilities are matched to the job demands; Jobs are designed to be within the capabilities of employees; and Address employees' concerns about their work environment Control Where possible, employees have control over their pace of work; Encourage employees to use their skills and initiative to do their work; Where possible, encourage employees to develop new skills to help them undertake new and challenging pieces of work; Encourage employees to develop their skills; Allow employees have a say over when breaks can be taken; and Consult employees over their work patterns.

15. What you should be doing… Support Point out to employees the organisations policies and procedures to adequately support them; Actively enable and encourage your managers and supervisors to support their staff; Actively enable and encourage employees to support their colleagues; Promote to employees what support is available and how and when to access it; Ensure employees know how to access the required resources to do their job; and Provide employees with regular and constructive feedback Relationships Positive behaviours are promoted at work to avoid conflict and ensure consistency and fairness; Encourage employees to share information relevant to their work; Everyone is aware of the agreed policies and procedures to prevent or resolve unacceptable behaviour; Enable and encourage managers to deal with unacceptable behaviour immediately; and Actively encourage employees to report unacceptable behaviour.

16. What you should be doing… Role Ensure, as far as possible, the different requirements placed upon employees are compatible; Provide information to enable employees to understand their role and responsibilities; Ensures that, as far as possible, the requirements placed upon employees are clear; and Enable employees to raise concerns about any uncertainties or conflicts they have in their role and responsibilities. Change Provide employees with timely information to enable them to understand the reasons for proposed changes; Ensure adequate employee consultation on changes and provides opportunities for employees to influence proposals; Communicate with employees any probable impact of any changes to their jobs. If necessary, employees are given training to support any changes in their jobs; Communicate with employees any timetables for changes; and Access is provided to employees to relevant support during changes

17. Ask yourself….honestly. >Activity – How effective are you at preventing and reducing stress in your staff?

18. Ladder of inference..

19. Your responsibilities…in summary How to get it right >Have a conversation with your staff – simple but hard. >Know yourself and be honest – use your questionnaire to identify areas for development >Observe your staff, look out for the signs of stress >Model the behaviour you expect – lead by example.

20. >Health and Safety Team – safety@griffith.edu.ausafety@griffith.edu.au >Health and Safety Executive - http://www.hse.gov.uk/stresshttp://www.hse.gov.uk/stress >Comcare - http://www.comcare.gov.auhttp://www.comcare.gov.au >Work Health and Safety Queensland - http://www.deir.qld.gov.au/workplace/workers/healthy- workers http://www.deir.qld.gov.au/workplace/workers/healthy- workers Where can you go for support and further information…