Thursday, April 29, 2010

The Link Between Stress and Absenteeism

According to Statistics Canada, December 19, 2007, high self-perceived work stress was strongly related to taking disability days. Almost one in five men and women who perceived their regular work days to be stressful took at least one disability day in the last two weeks.

In a representative study by Angus Reid of 1000 employees across Canada, 55%
of workers felt they were stressed and had too much to do in too little time.
According to Northwestern National Life, one-fourth of employees view their
jobs as the number one stressor in their lives.

According to Canada Safety Council report dated April 2008; mental health
claims are the fastest growing category of disability costs in Canada. They account for an estimated 30 to 40 percent of the disability claims recorded by Canada’s major insurers and employers. Three-quarters of employers say mental health issues are the leading cause of short and long term disability claims in their organization.

According to the Institute for the Study of Labour, people who report some
stress in their jobs are 10-14% more likely to be absent from work.

Wednesday, April 28, 2010

“Do I Stay or Do I Go?”-An uncomplicated way to improve morale and increase retention

You have just laid off three employees and the remaining staff are stressed and fearful that they may be next or; they are stressing over how they will manage the increased workload. How do you keep morale up, retain your talent and maintain or improve productivity? Improve your communication. No human relationship, whether it’s a marriage or a corporation, will thrive if the communication breaks down.
I had worked for a pharmaceutical company for five years and we were able to retain our talent and keep morale high.
What was our secret? Why did people stay with our company? The communication was open and encouraged from the President through to the sales reps. Consistent communication diminishes the fear and stress in the work environment and diminishing or reducing stress is key to morale, productivity, and retention.
Quick Tips
1. Learn to communicate effectively. If communication is not your strength, hire an executive coach. Good communicators are taught not born.
2. Listen. Listening is active not passive. Give people the opportunity to share their success stories and their problems.
3. Lead by being positive. Positive leaders instill trust, hope, a sense of worth and competency in their people.
According to Saratoga research Institute, 89% of managers believe employees leave for more money and 88% of employees leave for reasons other than money.

Tuesday, April 27, 2010

Hands On Tips for Coping with Stress at Work

1. Communication- keep people in the know as much as possible.Provide them with relevant and timely information.

2. Prioritize- everyone feels the stress and it worsens when you get twice the workload because your buddy called in a sick day. Look at the work, create a list of action items, prioritize,move forward.

3. Remain focused on the present. Stop getting anxious or fearful about what might happen 3 days from now. Ask yourself, "what are three things I can move forward today?". This will help you to remain on target.

4. Take your breaks.A quick 5 minute walk will restore some balance.

Monday, April 26, 2010

Work Related Stress

Stress has 3 components
1)The event- can be physical or emotional-perceived as a threat
2)The brain- how is the threat being processed by the brain
3)Stres response- how we adjust our behaviour to the threat

How we define the stressor depends on the meaning we attach or give it.Meaning comes from our own unique experiences in life. If we lived with a physically abusive parent, then conflict on the job would cause significant stress.

In stressful times, our bodies physically react before we "think things through".
Your mother was right, count to 10 and take deep breaths before you react.

Sunday, April 25, 2010

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Effects of Chronic Stress

Short-lived or infrequent episodes of stress pose little risk. But when stressful situations go unresolved, the body is kept in a constant state of activation, which increases the rate of wear and tear to biological systems. Ultimately, fatigue or damage results, and the ability of the body to repair and defend itself can become seriously compromised. As a result, the risk of injury or disease escalates.
In the past 20 years, many studies have looked at the relationship between job stress and a variety of ailments. Mood and sleep disturbances, upset stomach and headache, and disturbed relationships with family and friends are examples of stress-related problems that are quick to develop and are commonly seen in these studies. These early signs of job stress are usually easy to recognize. But the effects of job stress on chronic diseases are more difficult to see because chronic diseases take a long time to develop
and can be influenced by many factors other than stress. Nonetheless, evidence is rapidly accumulating to suggest that stress plays an important role in several types of chronic health problems-especially cardiovascular disease, musculoskeletal disorders, and psychological disorders.

Cardiovascular Disease
Many studies suggest that psychologically demanding jobs that allow employees little control over the work process increase the risk of cardiovascular disease.
Musculoskeletal Disorders
On the basis of research by NIOSH and many other organizations, it is widely believed that job stress increases the risk for development of back and upper- extremity musculoskeletal disorders.
As previously mentioned, chronic stress has been linked to an increase in viral and bacterial infections. "Even if better coping with job stress produces only small reductions in the incidence, duration, or severity of such illnesses, a much reduced problem
of infectious disease contagion may be achieved." (Journal of Applied
Psychology)
The research has proven that chronic stress can lead to depression. According to the Unheralded Business Crises in Canada, wrong or partial treatment of depressed personnel invades the workplace. The depressed employees may be half-functional. “This is truly a case of the walking-wounded whose capacity can undermine the spirit and effectiveness of co-workers who are forced to pick up the slack for reasons they attribute naturally, but wrongly, to “attitude or behavior” on the part of the partly-disabled. Effects on work can include: problems with decision-making and concentration, lower productivity, more errors and accidents, and an increase in absenteeism.”

Work,Stress, and Health

The modern usage of the term “stress” originated in Canada just over 50 years ago. Dr. Hans Selye (1907-1982), the first director of the Université de Montréal’s Institute of Experimental Medicine and Surgery, first coined the term. He identified two kinds of stress: good stress, which contributes to wellness; and bad stress, which contributes to disease and sickness.
Since then, we have grown increasingly more knowledgeable in the study of acute and chronic stress and the effects on our physical, mental, and emotional health.
The right kind of stress energizes and motivates employees. The wrong kind leads to absenteeism, disability, staff turnover and low productivity. This destructive type of stress is of growing concern to employers. Studies suggest that work stress may increase a person's risk for cardiovascular disease, psychological disorders, workplace injury, and other health problems. Early warning signs may include headaches, sleep
disturbances, difficulty concentrating, job dissatisfaction, and low morale, but sometimes these clues are not apparent.
In occupational psychology, work-related stress has been linked to both the physical and mental health problems across a broad section of the working population. People under stress are reported to suffer adverse personal health, including ulcers, high blood pressure, heart attacks and even death. Studies in behavioural sciences have shown that poor employee performance, absenteeism, and high labour market turnover are all
linked to worker stress.
“The people who report being burned-out generally were describing a phenomenon of partial disengagement from their work, loss of motivation, winding down, and turning off which is probably related to a form of taking psychological flight.”
http://www.safety-council.org:80/info/OSH/mentalhealth.html

Leontaridi, R., Ward, M.Work. Related Stress, Quitting Intentions and Absenteeism. http://www.iza.org/

Changing Our Beliefs

Our belief system is at the core of who we are. Often, when we uncover a flawed premise or belief, we immediately think "this is going to be hard to change".
I recommend following the 3 "A Process"
Awareness- identify the belief that is not positive
Acceptance- accept and acknowledge that this is a belief that can be changed
Adjustment-now replace the negative thought with a positive thought.
A belief is just a thought you think a lot.If you start thinking a new thought a lot, you change your beliefs.

Sunday, April 11, 2010

The Universal Triggers for Stress

Three factors that universally lead to stress are:
1.Uncertainty
2.lack of information
3.lack of control
In his book, Dr. Gabor Mate looks at the hidden cost of stress. It's one of the best books I have read on the effects of chronic stress.
In my practice, I am always suggesting various books, meditation CDs etc. so I discovered that I now can add a link directly to Amazon.I will be reviewing and recommending publications on a consistent basis.