We are not looking to abdicate responsibility as employers here, but to acknowledge that work-related stress occurs when the individual interacts with the workplace, there are therefore two parties involved, and we can't just say 'It's the fault of the employer' and leave it at that.
We've said before that stress is a response - usually a physical, mental, emotional and/or behavioural reaction - and that we can and do have some control over this. People react differently to the same situation, so this means that how we respond depends on the individual, and is down to the individual. Many of us are likely of course to respond negatively given overwhelming pressure, and personal and work difficulties for example. But a lack of resilience on the part of the individual, a paucity of coping strategies and for example limited social support is liable to lead to difficulties when times are tough too. Getting things out of perspective, over-reacting, being overly pessimistic, and being inflexible and rigid are all examples of attitudes and behaviours that won't be helpful either. (It's going to be helpful if we can support employees who think/behave in this way to develop more
Taking responsibility for how we react, and recognising and acknowledging that the individual has a part to play is in fact an empowering message, because it means that we can influence it, change it, and very often deal capably with our life/work situation. Staff should be encouraged in this, to take responsibility for their own wellbeing, with the support of the organisation where its appropriate.
How much we can say that
- the employer is responsible
- the employee is responsible
for cases of work-related stress? 50/50? 70/30? It will of course be down to individual circumstances, and we might say that in some circumstances, the employer is pretty 'culpable': it was foreseeable that that member of staff was going to struggle because of overwork; bullying; poor management; conflict at work etc etc.
However, if there are indeed two parties involved, and it does take two to tango, what part has the individual to play, how much did they contribute to their (work-related stress) situation, because of their thinking style, attitude, psychological state, domestic and personal situation, difficult life events outside work etc etc? We're not looking to blame the individual here, just to recognise that some or all of this can play a part too.
What can you do to ensure your organisation/managers etc contribute as little as possible to poor wellbeing?
What can you do to ensure your organisation/managers enhance wellbeing at work?
Don't focus on preventing stress, focus on promoting wellbeing
We should not only aim to
- minimise the scope for poor wellbeing and stress to take hold amongst staff
but also
- actively and actually enhance and contribute to staff psychological wellbeing.
This will happen if we stretch, challenge and support our staff to perform, and provide them with an environment that is motivating and engaging. Good performance is likely to follow, with a lesser likelihood of sick absence and poor performance.
Please take a look at the Line Management Behaviour: Updated Guidance page on our website. This provides details of the competencies required to promote wellbeing and prevent and manage stress. We also have details of how to implement the HSE Management Standards as an organisation, and what the law says about work-related stress here.
Please get in touch if you'd like a word/support for your organisation with any of the above.
