The Truth About Stress Fergal Dowling's Column Employment Law Column for the Birmingham Post 25.08.2009 It was recently reported that a press officer was taking his employers to court because, he alleged, the role he was asked to perform required him to lie. He claimed that this resulted in him suffering from post-traumatic stress. How many employees in countless other roles are experiencing stress because they feel their bosses expect them to be, shall we say, economical with the truth, particularly given that many organisations still feel themselves to be in the grip of a recession? Well known phrases, such as ‘the cheque is in the post’, spring to mind. Stress levels are likely to have been on the increase, and not just for employees who could be performing their own roles plus the tasks of former colleagues who have been made redundant and not replaced. Many employers are also likely to be struggling with pressures, such as looking to secure new orders to keep their businesses afloat and reducing headcount – the latter being a stressful experience for all parties. Employers may face prosecution by the HSE if they fail in their duty of care and do not control/eradicate employee stress, regarded as a key cause of work-related illness. The difficulty is identifying the presence of stress rather than just pressure in the workplace. Bosses may want to consider a stress audit, possibly a confidential questionnaire or series of conversations to identify the incidence of stress. They should also share the rationale behind any audit with employees so that they understand and contribute to the process.Common areas giving rise to stress and so to be audited include: The demands of a job - workload, shifts, environment Role – ability to perform and how it fits within hierarchy Control Support from company & colleagues Relationships Change – management and communication thereof The HSE would expect employees to be satisfied with all the above and that the company has systems to tackle issues. The outcomes of the audit therefore should be logged and a plan formulated which responds to any concerns and indicates: The nature of any issues How they were identified How the business intends to tackle the issues and why A proposed schedule – including benchmarks - for tackling the issues and conducting an evaluation The procedures for dialogue to ensure that employees are kept in the loop Implementation of the above will support organisations in generating a policy for the management of stress – not only employee but also employer. However, working conditions change. Bosses must therefore monitor the policy and maintain dialogue with employees and/or their representatives to ensure that the processes and procedures continue to be effective and proportionate and support a healthy and happy working environment. Press contact Dave Grimshaw Press Officer 0114 274 4397 Email Dave Related articles 20.03.2019Government Issues Recommendation for Leasehold Reform 15.03.2019Irwin Mitchell Recruits Hundreds Of Volunteers For Red Nose Day 2019 15.03.2019Irwin Mitchell Scoops Hat-trick At Birmingham Law Society Legal Awards 13.03.2019Sheffield City Region Launches Global Innovation Corridor At MIPIM 2019 08.03.2019Irwin Mitchell Launches Women in Law Timeline 05.03.2019Does A Rest Break At Work Have To Be Continuous?