As companies attempt to tackle a plethora of challenges posed by the current economic climate, employees may feel under increasing pressure by the threat of redundancy and the intense drive to improve margins. When this pressure tips over into occupational stress, workers can encounter health issues and management may fear they will be held accountable as a result. However, recent research on the relationship between stress and treatment strategies belies this misconception, suggesting the responsibility of creating a working culture geared towards reducing stress, rather than reacting to it, falls on both employer and employee.

Understanding the distinction between pressure and stress can often prove to be a stumbling block for a business, yet is one of the key requirements for proactively reducing the disruption caused by stress and its many ‘knock-on’ effects such as absenteeism and reduced productivity. Research conducted across several years by bodies such as the Health and Safety Executive (HSE) find pressure to be beneficial to employees by contributing to their personal growth. Many workers tasked with meeting deadlines, for example, find the quality of their work improves as a result.

Occupational stress, then, becomes a factor when the wellbeing of an employee suffers as a result of pressure and understanding what allows this to happen is the first step towards stamping it out. Surveys, such as the HSE ‘The scale of occupational stress’, published in 2000, have attempted to analyse the impact of demographic factors and different job types on the way stress affects the wellbeing of employees. The results highlight how stress is not exclusive to employees from particular backgrounds, instead, suggesting there is a myriad of contributing factors rendering the notion of a ‘quick-fix’ solution impractical.

With many factors to consider, employees often feel they are fighting a losing battle when attempting to reduce stress and may seek the assistance of occupational therapists or counsellors. However, while stress can present a range of medical ailments, it is, perhaps, incorrect to medicalise these issues, as they cannot be cured by common procedures or prescribed medicine. In addition, handling stress in this manner will often serve in prolonging the problem, suggesting a preventative and more focused wellbeing strategy is the most effective means of tackling the issue.

In attempting to create a culture of care aimed at curbing stress, management must begin by establishing clear lines of communication and a strong rapport with staff. It is vital to understand the characteristics and requirements of individual members in a team, gaining a hold on what makes them feel pressured, such as paternal or caring duties, poor work-life balance or holding a second job. Only once these factors are identified can the correct steps towards catering for the specific needs of staff proceed.

In order for employees and management work collaboratively, staff must be encouraged to come forward with any concerns they may have. If employees feel they are able to speak to their manager in confidence and without fear of reprisal, only then can provisions be made. For example, should a worker feel they are stressed because they have taken on tasks beyond their means, they must be able to communicate this to a relevant member manager, then, the task may be re-assigned or extra guidance provided.

Collaboration must also exist between individual employees, for example, pressure may develop into stress if there are disputes between workers or cases of harassment within a team. Absenteeism may also become an issue if a member of staff feels bullied and would rather stay home than continue in their role. In these scenarios, management must ensure they have implemented a solid disciplinary procedure geared towards penalising disruptive employees effectively and creating clear lines of raising complaint.

This system can prove impractical for expat or remote workers, who may suffer the strain of frequent travel and loneliness, however, a collaborative approach may be unobtainable if the employee does not meet with management on a regular basis. There are, however, several common rules companies can apply to workers regardless of role, location or job description. Research has shown dehydration can alter an employees’ mood, induce stress and reduce their productivity. By taking simple steps to promote regular water breaks, this can be avoided.

Occupational stress is a sensitive issue which can prove to be a major hurdle to overcome for some companies. However, as market volatility increases and job security is no longer guaranteed, the effects are being felt more intensely. In order to reduce the impact of stress, management would do well to avoid penalising the employee when their work suffers as a result. Instead a more compassioned and collaborative approach is the key to creating a stress-free working culture where stress is identified at an early stage and managed in conjunction with each individual employee.

With thanks to, Dr. Robert Willcox, the occupational health director with International SOS, the world’s leading provider of health and security assistance.