Managing work-related stress
Deakin seeks to control the risk of excessive stress. Among the ways excessive stress can be prevented is through:
- fostering a co-operative and supportive work environment (support)
- ensuring good communications within the team particularly where there are organisational and procedural changes (change)
- ensuring adequate preparation for new roles and responsibilities through risk assessment and training (role)
- enabling staff to report excessive workloads, interpersonal pressures, workplace conflict and symptoms of stress without fear of discrimination (relationships)
- recognising early signs of stress in workers and taking action to provide appropriate interventions (support)
- supporting workers in recovering from stress-related illnesses and managing the return to work after any period of sick leave so that excessive stress does not recur (support)
- developing sound management practice based on equality of treatment (relationships)
- effective workload allocation and feedback on performance (support)
- providing information and training to enable staff to develop their skills and maximise their contribution to the success of Deakin (control)
- providing clear expectations around conduct at work (civility).
- providing flexible working arrangements (work-life balance)
The Job Stress Risk Identification Checklist can be used to systematically review the risk factors associated with workplace stress. The Individual Stress Risk Factors Checklist uses a more individualised approach if that is more appropriate [link to attached document].
If there are particular issues identified the approaches below can be considered. These approaches are summarised in the Stress Management Action Checklist for Managers.
Preventing workplace stress
Demand
- Staff are provided with adequate and achievable demands in relation to the agreed hours of work
- Managers are aware of the workload and avoid continual overload
- The workload is spread transparently and through consultation
- Staff are consulted and given lead times where ever possible
- Staff skills and abilities are matched to the job demands
- Staff are provided relevant coaching and training
- Jobs are designed to be within the capabilities of staff
- Staff concerns about their work environment are addressed.
Control
- Where possible, staff have control over their pace of work, priorities and approach
- Staff are encouraged to use their skills and initiative to do their work
- Where possible, staff are encouraged to develop new skills to help them undertake new and challenging pieces of work
- Staff are encouraged to develop their skills and innovate
- Staff have a say over when breaks can be taken
- Work targets are negotiated
- Staff are consulted over their work patterns
- Managers regularly check in with staff
Support
- Managers are encouraged to support their staff and foster a co-operative and supportive environment
- Staff are enabled and encouraged to support their colleagues
- Staff know what support is available and how and when to access it
- New staff are given a good induction experience
- Staff know how to access the required resources to do their job
- Staff members receive regular and constructive feedback
- Managers set clear goals and are consistent
- Managers are able to recognise the early signs of excessive stress and take action to provide appropriate interventions
- Staff are supported while recovering from stress-related illnesses and their return to work after any period of sick leave is managed so that excessive stress does not recur
- Flexible work arrangements are clear and promoted
Relationships
- Staff and managers promote positive behaviours at work to avoid conflict and ensure fairness
- Staff share information relevant to their work
- Blame free feedback is encouraged and acted upon
- Team members are given opportunities to work together
- The University has agreed policies and procedures to prevent or resolve unacceptable behaviour
- Team engagement is fostered and encouraged but not mandated
- Staff feel comfortable to report excessive workloads, interpersonal pressures, workplace conflict and symptoms of stress without fear of discrimination
Role
- Managers ensure that, as far as possible, the different requirements placed upon staff are clear, consistent and compatible
- Managers provide information to enable staff to understand their role and responsibilities
- Managers have regular meetings with staff and discuss objectives and timelines
- Personal preferences and styles are recognised and where practical accommodated
- Managers discuss and follow-up DeakinAchieve objectives
- The Position Description is kept up to date and relevant to the work
- Staff are encouraged and expected to raise concerns about any uncertainties or conflicts they have in their role and responsibilities.
Change
- Managers provide staff with timely information to enable them to understand the reasons for proposed changes, the process and expected outcomes
- Managers ensure adequate staff consultation on changes and provide opportunities for staff to influence proposals
- Staff with concerns or objections are respected and answered
- Staff are aware of the probable impact of any changes to their jobs. Where possible, staff are given training to support any changes in their jobs
- Staff are aware of timetables for changes
- Staff have access to relevant support during changes.
Civility
- Managers promote and model civil behaviour in the workplace
- Managers are consistent in their expectations across the team
- Manage recognise sensitivities and respect individual differences
- Managers are encouraged and enabled to deal with unacceptable behaviour
- Managers monitor the workplace and promptly address issues
- Systems are in place to enable and encourage staff to report unacceptable behaviour
- Managers promote shared understanding of civility
Work-Life Balance
- Managers promote and model work-life balance
- Differences in life demands on staff are recognised and accommodated where practical
- Managers deal with requests for flexible working arrangements on their merits and treat requests equitably