What factors increase the effectiveness of Stress Risk Assessment?
Several factors influence how effective a Stress Risk Assessment process will be in preventing or reducing stress, promoting wellbeing, and ultimately in improving performance and productivity:
Senior Management commitment. This is probably the most important factor. It helps enormously if the people at the top buy into the process. Best of all is the backing of a Chief Executive who will actively contribute to the process, for example in direct communication with managers and employees about what’s going to happen, when and why.
A champion or champions at or near the top of the organisation. Someone in authority who will champion the process can help ensure that others understand the process and persuade others to go with it in a positive manner. We have found it particularly helpful if champions are managers of core functions of the organisation, for example within operations. This shows to everyone that stress management is good management and not seen as 'another touchy feely initiative from HR’.
Good leadership and teamworking. Good leadership always makes a difference. Leaders createthe culture and a culture of openness, flexibility and trust is very helpful to the process. The leadership of the process itself often comes from an HR Director/Manager or a Head of Health and Safety, or from managers from both areas working together. There can be tensions between HR and Health and Safety with regard to how stress should be managed. If differences can be addressed and overcome such that those leading the process are speaking with one voice, the likelihood of a successful outcome will increase.
A representative steering group delegated with sufficient influence to make decisions that make a difference. In large organisations, a representative steering group can be the body that provides the drive necessary to ensure the full stress risk assessment process is followed through.
Effective communications strategy. Managers and employees need to clearly understand what is going to happen, why and when. They need to understand the crucial role they play in identifying stress problems and how they will contribute to managing stress and improving wellbeing at work. Communications strategy therefore has a key role. Before the process begins and any survey is carried out, those tasked with leading the process need to think this through. For example, what communications channels will be used and how all employees can be involved. It is also vital to think through and communicate how a survey will be followed up. This is often where things go wrong. Employees need to feel confident that any problems they identify will be tackled.
Training for managers on managing stress risks. Management training can make a huge difference to the effectiveness of Stress Risk Assessment. To begin with, investment in training is a strong statement of employer commitment. Training will raise management awareness of stress risks at work. Training can also play a big part in facilitating improved management behaviours (see our pages on Stress Management Competencies). But perhaps most importantly, line managers are key to implementing local stress management action plans that will minimise risks and enhance wellbeing at work. Ultimately, how successful an organisation is at preventing and reducing stress at work is largely down to the confidence and competence of local line managers.
Senior Management commitment. This is probably the most important factor. It helps enormously if the people at the top buy into the process. Best of all is the backing of a Chief Executive who will actively contribute to the process, for example in direct communication with managers and employees about what’s going to happen, when and why.
A champion or champions at or near the top of the organisation. Someone in authority who will champion the process can help ensure that others understand the process and persuade others to go with it in a positive manner. We have found it particularly helpful if champions are managers of core functions of the organisation, for example within operations. This shows to everyone that stress management is good management and not seen as 'another touchy feely initiative from HR’.
Good leadership and teamworking. Good leadership always makes a difference. Leaders createthe culture and a culture of openness, flexibility and trust is very helpful to the process. The leadership of the process itself often comes from an HR Director/Manager or a Head of Health and Safety, or from managers from both areas working together. There can be tensions between HR and Health and Safety with regard to how stress should be managed. If differences can be addressed and overcome such that those leading the process are speaking with one voice, the likelihood of a successful outcome will increase.
A representative steering group delegated with sufficient influence to make decisions that make a difference. In large organisations, a representative steering group can be the body that provides the drive necessary to ensure the full stress risk assessment process is followed through.
Effective communications strategy. Managers and employees need to clearly understand what is going to happen, why and when. They need to understand the crucial role they play in identifying stress problems and how they will contribute to managing stress and improving wellbeing at work. Communications strategy therefore has a key role. Before the process begins and any survey is carried out, those tasked with leading the process need to think this through. For example, what communications channels will be used and how all employees can be involved. It is also vital to think through and communicate how a survey will be followed up. This is often where things go wrong. Employees need to feel confident that any problems they identify will be tackled.
Training for managers on managing stress risks. Management training can make a huge difference to the effectiveness of Stress Risk Assessment. To begin with, investment in training is a strong statement of employer commitment. Training will raise management awareness of stress risks at work. Training can also play a big part in facilitating improved management behaviours (see our pages on Stress Management Competencies). But perhaps most importantly, line managers are key to implementing local stress management action plans that will minimise risks and enhance wellbeing at work. Ultimately, how successful an organisation is at preventing and reducing stress at work is largely down to the confidence and competence of local line managers.