Step By Step Guide

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Step by Step process (3 day model if paper based , 2 days if on-line)

Step By Step

Step 1. Initial meeting with Steering team

Step 2. Meet full group and fill in paper questionnaires

( and give overview of course and process and answer questions)

Step 3. Evaluate questionnaires and issue initial report

Step 4. Discuss findings of the initial report with steering team

Step 5. Hold interviews with focus groups of approx 8 people ,

45 mins per group x 7 groups ( if you cant get everyone 70% is very good)

Step 6. Tour of a sample area to connect the issues raised

Step 7. Issue 2nd report combining the audit and interviews and generate

ideas for the action plan

Step 8. Meet full group to brainstorm the issues and form action plan

I will need all staff for 1 hour for step 2, and for 4 hours for step 8. I will also need small groups of 7 people scheduled for 45 mins each for step 5.

Explanation of the main areas of the audit

Demands

This includes issues like workload, work patterns, and the work environment

The standard is that:

Employees indicate that they are able to cope with the demands of their jobs; Systems are in place locally to respond to any individual concerns.

What should be happening / states to be achieved:

The organisation provides employees with adequate and achievable demands in relation to the agreed hours of work;

  • Employee skills and abilities are matched to the job demands;
  • Jobs are designed to be within the capabilities of employees; and
  • Employees’ concerns about their work environment are addressed.

 

Control

This is about how much authority employees have about the way they do their work

The standard is that:

Employees indicate that they are able to have some input as to the way they do their work; and

Systems are in place locally to respond to any individual concerns.

What should be happening / states to be achieved:

  • Where possible, employees have some control over some aspects of their work;
  • Employees are encouraged to use their skills and initiative to do their work;
  • Where possible, employees are encouraged to develop new skills to undertake new and challenging pieces of work;
  • Employees have some input into when breaks can be taken, where possible; and
  • Employees are consulted over their work patterns/rosters/shifts.

 

Support

This includes the encouragement, sponsorship and resources provided by the organisation, line management and colleagues.

The standard is that:

Employees indicate that they receive adequate information and support from their colleagues and superiors; and

Systems are in place locally to respond to any individual concerns.

What should be happening / states to be achieved:

  • The organisation has policies and procedures to adequately support employees;
  • Systems are in place to enable and encourage managers to support their staff;
  • Systems are in place to enable and encourage employees to support their colleagues;
  • Employees know what support is available and how and when to access it;
  • Employees know how to access the required resources to do their job; and
  • Employees receive regular and constructive feedback.

 

Role

This refers to how people understand their role within the organisation, and whether the organisation ensures that the person does not have conflicting roles. The standard is that:

Employees indicate that they understand their role and responsibilities; and

Systems are in place locally to respond to any individual concerns.

What should be happening / states to be achieved:

  • The organisation ensures that, as far as possible, the different requirements it places upon employees are compatible;
  • The organisation provides information to enable employees to understand their role and responsibilities;
  • The organisation ensures that, as far as possible, the requirements it places upon employees are clear; and
  • Systems are in place to enable employees to raise concerns about any uncertainties or conflicts they have in their role and responsibilities.

 

  

Change

How organisational change (large or small) is managed and communicated in the organisation.

The standard is that:

Employees indicate that the organisation engages with them frequently when undergoing an organisational change; and

Systems are in place locally to respond to any individual concerns.

What should be happening / states to be achieved:

  • The organisation provides employees with timely information to enable them to understand the reasons for proposed changes;
  • The organisation ensures adequate employee consultation on changes and provides opportunities for employees to influence proposals;
  • Employees are aware of the probable impact of any changes to their jobs. If necessary, employees are given training to support any changes in their jobs;
  • Employees are aware of timetables for changes;
  • Employees have access to relevant support during changes.

 

Reward and Contribution

The standard is that:

Employees indicate they are fairly paid and are happy with their non-monetary benefits;

Systems are in place for individuals’ concerns to be raised and addressed.

 

What should be happening / states to be achieved:

  • The organisation regularly reviews employee salaries and benefits;
  • The organisation monitors pay and benefits against the external market place;
  • Employees are consulted as part of reviews of benefits;
  • Systems are in place to ensure that the contribution of employees is recognised; and
  • Employees are provided with positive feedback on their performance if they do a job well.

 

Indicators

The standard is that:

Employees indicate that pressure at work does not affect their health;

Systems are in place to monitor and review common indicators of high pressure at work.

What should be happening / states to be achieved:

  • The organisation monitors accidents and identifies their causes;
  • The organisation has a Health and Safety Policy in place;
  • The organisation monitors sickness absence and identifies reasons for absence;
  • The organisation monitors turnover of staff and identifies reasons for resignation;
  • Systems are in place to enable and encourage managers to identify and manage low morale among staff;
  • The organisation monitors the performance/productivity of its staff; and
  • Systems are in place for employees to raise concerns about their health and safety at work

 

 

 

 

 

 

Benefits of a Workplace Stress Management

Benefits of a Workplace Stress Management - Increased Clarity and Focus

Benefits of a Workplace Stress Management - Lower Absenteeism

Benefits of a Workplace Stress Management - Higher  productivity

Benefits of a Workplace Stress Management - Increased Energy

Benefits of a Workplace Stress Management - Happier at home and at work

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Richard is a personal performance specialist and Ireland’s leading specialist in personal and work related stress.

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