1. Stress In The Workplace Our Approach
Phil Atkinson
Occupational Health Consultant
Sue Grimshaw
Stress Project Lead

2. How did we know we had a problem?
5.01% of workforce reporting sick or absent
40% of staff seen in Occupational Health reporting mental health problems cite work as the reason
Anecdotal experience

3. Impact on individual, colleagues and organisation
Unhappy, de-motivated, disengaged, absence
Colleagues
Frustrated, antipathy to Trust
Increased workload pressure from absent colleagues
Disengagement
Organisation
Increased grievances and management problems
High absence rates
Inconsistent patient care
Negative public image

4. Leading to Increased absence rate Reduced efficiency & performance
Reputation hinders recruitment and movement of staff
Organisation left with a workforce lacking in skills & competency
Impact on service delivery

5. Our Key Drivers for wanting to deal with Stress
To reduce stress levels
To improve overall workforce well being.
To have an organisation that performs effectively with its workforce fully engaged

6. Getting the timing right!
Organisation already in a change process namely:
Introduction of the ‘Blackpool Way’ which identifies key skills needed for any member of staff working for the Trust.
Introduction of Management Style Questionnaires to assist with Performance monitoring.

7. The Blackpool Way Four pillars which are Communication
Management Style
Recognition
Continuous Improvement

8. Barriers to the project
What problem?
Stress makes people work harder
Nothing to do with the Organisation
Targets will be affected if we have to take our eye off the ball
Everyone will claim to be stressed if we highlight it
They should try my job

9. Our targets Reduction of Trust Sickness/Absence Rate - To 4.3% overall
Reduction of reported cases of stress as measured by Occupational Health by 30%
Compliance with HSE Stress Management Standards

10. Key objectives for the project
Review of Sickness Absence Monitoring Policy
Review of current Occupational Health services
Identify key causes for those experiencing stress
Training Needs Analysis to identify manager’s development requirements

11. Key Stakeholders Identified For The Project To Succeed
CEO
Chairman
Executive Directors
Non-Executives
Staff Side representatives
The Workforce

12. Applying the Blackpool Way Principles to the Project
COMMUNICATION
Meetings to highlight problems & our vision/solutions to managing it
Web page development
Focus groups to gain workforce thoughts, suggestions & issues
Frequent progress reports to the workforce

13. Applying the Blackpool Way Principles to the Project
MANAGEMENT STYLE
We utilised findings from :
Blackpool Way Findings from 2006/7
Workforce Away Day Group work 2008
Focus Groups on Stress
1-1 interviews by the Project Lead
Trust is implementing Leadership & Mgmnt Programmes to develop staff

14. Applying the Blackpool Way Principles to the Project
RECOGNITION
Listened to the workforce for suggestions how to manage stress and implement examples of best practice.
Saying thank you
Giving praise

15. Applying the Blackpool Way Principles to the Project
CONTINOUS IMPROVEMENT
Action Plans
NHSLA 100 % compliance
Adhering to the HSE Management Standards

16. Outcome of Phase 1
Identified the issues causing stress to the workforce
Recommendations from the Project Lead for designated Senior Managers to lead change on.
Action Plans identifying key areas to target with robust timescales

17. Progress So Far Staff Survey Exit Questionnaires Appraisal of staff %
2006/7 response rate was %
2007/8 response rate was %
Exit Questionnaires
3 new styles to use
Dedicated staff to assist with completion
Appraisal of staff %
Sickness & Absence rate now is %

18. Next Steps – Phase Two
Review of current services in Occupational Health
Focus groups to ask workforce what they want e.g. well being initiatives
Ongoing monitoring of Action Plans to ensure implementation of recommendations

19. Overall impact on the workforce if the Project succeeds
Staff will feel:
Valued
Supported
Involved
Happy at work
A sense of worth
Staff will have:
Positive working relationships
Career development
A pride in where they work

20. Conclusion Seemed a ‘brave’ project at inception
We believed reduction of stress would increase the Trust’s efficiency not reduce it
Has required a lot of negotiating and influencing skills
BUT - we have found very few real barriers in practice