what you need to know about workplace stress · mental stress were the most expensive claims due to...

A publication of

Workplace Stress

What you need to know about

VALUABLESOURCE OFINFORMATION

WORKPLACE STRESS

Welcome.It appears that stress concerns us more than ever before as it’s used so readily as part of everyday conversation. So in contemporary life, what might be responsible for this sudden increase?

A recent stress report by the Australian Psychological Society highlighted that work related stress is on the rise from 2011 and 2012. Although issues arising from work were not the most common source of stress, other factors such as finance and health had not recorded such strong growth.

As an employee screening and induction solution, who provides services to more than 650 customers across Australia and New Zealand, WorkPro conducted its first annual workplace stress survey of more than 4,000 individuals in 2014, across a broad range of industries to understand the reality of workplace stress.

This e-book highlights some of the survey findings, and provides a range of information about workplace stress, including practical tips and resources for both workers and employers, to assist in implementing strategies and tactics that may help to prevent or minimise workplace stress.

We trust that the information is a valuable resource and encourage you to share with your network, colleagues, family and friends.

General Manager, WorkPro

Tania Evans

www.workpro.com.au 2

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WORKPLACE STRESS

ContentsPart 1: Understanding Workplace Stress 4

Part 2: Prevalence of Workplace Stress 8

Part 3: Legislative Overview 15

Part 4: Case Law 17

Part 5: The Employer’s Responsibility 18

Part 6: Practical tips and tools to identify, manage and prevent Workplace Stress 19

How can WorkPro Help? 22


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Is a complex conceptHas a different effect on peopleIn the right amounts, can be positive & help to achieve goalsCan have a debilitating physical and mental health effect on people if it is prolonged and unresolved

The complex nature of workplace stress makes it difficult to identify, manage and ultimately prevent.

Whilst there has been more research conducted in recent years around this complex subject, data is likely to under-represent the problem as it will not include unsuccessful claims and those who do not make a formal claim.

It affects the psychological and physical health of workersCan have a substantial impact on productivityCan affect the company and the economy at large Work causes more stress than other factors such

as finances, concerns about the future, health or relationships.

Lifeline Australia’s National Stress Poll (2009)

Workplace stress is a reaction people may have when presented with demands and pressures that are not matched to their knowledge and abilities and which challenge their ability to cope.

World Health Organisation


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WORKPLACE STRESSPart 1

Workplace stress...

Workplace stress impacts

individuals, workplaces and

the economy.

Understanding Workplace Stress








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WORKPLACE STRESScont...

A recent report by the National Association of Mental Health distinguishes between stress and pressure.

BALANCE STRESS PRESSURE

Pressure can be defined as a subjective feeling of tension or arousal that is triggered by a potentially stressful situation.

When pressure exceeds an individual’s ability to cope, the result is stress.

Another potential risk factor that needs to be clearly highlighted is work-life balance. Whilst there is an opportunity to get the right balance between work and personal life, a ‘vicious cycle’ can occur when mounting stress in one area of life spills over and makes coping with the other yet more difficult.







What causes workplace stress?

Many factors cause and contribute to

workplace stress, and will affect individuals

differently.

Bullying

Work / life balance

Employment status

Harassment & discrimination

Expectationof being

contactable 24/7

Lack of proper resources

Long hours of work

Organisational culture

Threats to job

security

Occupational violence

Conflict with colleagues

Redundancies, restructures & cost-conscious marketplaces


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Unreasonable management

action







Examples of the effect of workplace stress

The body will experience a situation in which it senses a threat or danger.

• Aggression• Irritability• Muscle Tension

• Mental Illness• Depression• Anxiety

• Headaches• Fatigue• Sleep disorders

• Susceptibility to illness and infections

It is possible to develop serious mental and physical injuries.

The body will release hormones (including adrenaline and cortisol) to increase alertness and react to the “danger”. These hormones are often helpful, acting to increase heart rate and divert

blood where it’s needed.

If the body is in this state for an extended period of time, it can experience increased wear and

tear, and this may reduce the ability for the body to respond and defend itself in the future.


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and 1,050 (22%) responded over supervision or micro-management.

1,620 (34%) responded job security

When asked to nominate primary areas of stress (if applicable), 1,277 (27%) responded long hours/heavy workload,

74% responded that they would be comfortable having that discussion.

if they would feel comfortable advising their employer if they were experiencing stress, 3,559

When asked

‘being part of an improved culture’, 1,406 responded ‘better communication techniques utilised by management’, and 1,391 responded ‘having greater job security’.

2,044 responded

We asked respondents that (if relevant), to nominate areas they felt would assist them to better manage Workplace Stress.

of respondents stated that work only occasionally encroached on their personal time. Of that number, 866 (34%) responded that the encroachment on their personal time had caused them stress.

(or 53%)2,562

of respondents rated their job satisfaction 5 & above. (on a scale of 1-10)

85%


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WorkPro conducted a small Workplace Stress survey in April 2014, surveying 4,818 individuals about job satisfaction, what (if any) parts of their role cause a stress reaction, if that reaction has resulted in them taking time off work, or if the reaction has caused stress-related conditions, either mental or physical.

The survey took the form of an ‘opt-in’, on-line survey which was positioned at the commencement of a work health and safety induction. Respondents came from a broad cross-section of industry’s and jobs that included office workers, ICT workers, manufacturing workers, hospitality workers, retail workers, health workers and individuals who work alone.

Prevalence of Workplace Stress

A Reality Check







A Reality Check

“If relevant, what do you believe would assist you to better manage stress and improve wellbeing in the workplace?”


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Workplace Stress survey continued...

Being part of an improved culture where you feel it is ok to talk through issues you may be experiencing with your employer or host employer

Having a better manager or supervisor

Having a greater sense of engagement by your employer or host employer

Having more control over your working arrangements / flexibility i.e the option to work from home (if relevant) or flexible hours

Having greater job security

Encouragement to exercise at work (i.e. on breaks)

Yoga / Meditation / Massage

Working less hours

Better communication techniques utilised by management

Total Answers

2,044

744

960

914

1,391

577

614

310

1,406

8,960

A

B

C

D

E

F

G

H

I







A Reality Check


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Workplace Stress survey continued...

Yes, I would feel comfortable speaking to my employer, agency or host employer

No, I would not feel comfortable

Not applicable

Total Answers

3,559

665

594

4,818

A

B

C

Long hours / Heavy workload

Changes within the organisation

Changes to duties

Job security

Lack of autonomy

Insufficient skills for the job i.e. lack of training

Over supervision, being micro managed

Not applicable

Total Answers

1,277

636

349

1,620

284

844

1,050

1,324

7,384

A

B

C

D

E

F

G

H

“If you have felt stress at work, would you feel comfortable advising your employer that you are experiencing stress or, if you are a contractor or temp would you feel comfortable speaking with your agency or host employer?”

“What is the primary cause of work related stress for you?”







Consequences of stress on a company


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HigherReduced Loss

Increase

Increase

Effect

Highrates

DistractedIncrease

staff turnover

of absenteeism

workforce

in occupational violence

in accidents and incidents

productivityof corporate knowledge from staff turnover

on brand equity

in workers compensation claims







The Key FactsCost:

Cost of average Comcare mental

stress claim.

$250,000

The per annum cost to Australian businesses due to stress related presenteeism

and absenteeism. Medibank Private (2008)

The Cost of Workplace Stress in Australia

$10.11 billion

Highest rates of mental stress claimed

by these workers.

Train drivers, police officers, prison officers & paramedics

*

**

Mental stress claims are the most expensive

types of claims.

Expensive

In 2013, general wellbeing went

down while stress levels rose.

Wellbeing down,

stress up


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* Source page 11 Safe Work Australia, ‘The Incidence of Accepted Workers’ Compensation Claims For Mental Stress In Australia’ April 2013.

** Source page 12 Safe Work Australia, ‘The Incidence of Accepted Workers’ Compensation Claims For Mental Stress In Australia’ April 2013.







What type of claims are being received?Safe Work Australia released a report devoted to work-related mental stress in Australia,

titled The Incidence of Accepted Workers’ Compensation Claims for Mental Stress in Australia.

Key Findings:

Mental stress were the most expensive claims due to the length of the period of absence.

Work pressure was the most common sub-category of mental stress claims.

Mental stress claims were predominately made by females.

‘Work Pressure’ refers to mental stress disorders arising from work responsibilities and workloads, deadlines, organisational restructure, workplace interpersonal conflicts and workplace performance or promotion issues.

Work pressure

Work related harassment &/or workplace bullying

Exposure to workplace or occupational violence

Other mental stress factors

Exposure to traumatic event

Other harassment

Suicide or attempted suicide

Total mental stress claims (b)

Number of claims

2780

1540

1885

1475

980

170

30

8870

4220

3125

2700

1450

565

440

20

12530

7000

4670

4585

2925

1545

610

50

21400

60.3

67.0

58.9

49.6

36.4

72.3

40.4

58.6

Mental stress claims made by gender

sub-category of Mental stress (a) Males Females % femalesTotal


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Types of mental stress claims

Percentage of all accepted Mental stress claims

Work pressure

Work related harassment &/or workplace bullying

Exposure to workplace or occupational violence

Exposure to traumatic event

Other harassment

Suicide or attempted suicide

Other mental stress factors

0 5 10 15 20 25 30 35







Key Findings:

Approximately two-thirds of all mental stress claims were made up of five industry groups:

• Health & community services • Education • Personal & other services • Government Administration & Defence • Retail

The median direct cost for mental stress claims overall were higher for male workers than female workers (this is due to males earning a higher weekly salary).

The median direct cost for all mental stress claims is $13,400.

The highest median direct cost claim resulted from work pressure.

An Industry Focus


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Median direct costs of mental stress claims

Other harassmentWork-related harassment and/or workplace bullyingWork pressureSuicide or attempted suicideExposure to traumatic eventExposure to workplace or occupational violenceOther mental stress factors

Median direct cost for all mental stress claimsMedian direct cost for all accepted claims

19001680015200

6400770056008800

123001600

12700159002210015200

740083008100

134001500

167001640017500

8000770064008500

127001500

Median direct cost ($)

Mental stress claims across different industriesNumber of claims Frequency rate (a)

Industry Males MalesFemales Females%Total

Health & community servicesEducationPersonal & other servicesGovernment administration & defenceRetail tradeProperty tradeProperty & business servicesTransport & storageManufacturingAccommodation, cafes & restaurantsFinance & insuranceWholesale tradeConstructionCultural & recreational servicesMiningElectricity, gas & water supplyAgriculture, forestry & fishing

Total mental stress claims (b)

1294121823621110

708788

1503841437183340412201

78126110

79

11846

103.092.8

238.578.820.920.475.520.041.716.719.010.829.9

9.112.223.3

9.5

39.5

455733361504163513451216

384464636617331122227

87324160

16650

112.9125.7199.2119.9

46.847.372.838.258.859.850.432.943.824.519.633.428.1

81.1

585245543866274420562004188713051074

800671534428165158151139

28496

20.516.013.6

9.67.27.06.64.6

32.82.41.91.50.60.60.50.5

100.0







Legislative Overview – health and safety

What does the law say?

Work health and safety legislation dictates that an employer has an obligation to ensure the health and safety of workers while they are at work.

This does extend to providing a work environment that minimises unreasonable levels of stress, as far as practicable.

Role of the Regulator

The role of the regulator is governed by the relevant WHS legislation and is one of both compliance and enforcement.

There are many tools available to the regulator under the model WHS Act which assist them with their role including notices, enforceable undertakings and prosecutions.

Prosecutions for offences under the model WHS Act may be brought by the Regulator, an Inspector authorised in writing by the regulator or the Department of Public Prosecutions in the relevant jurisdiction.


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Stress interacts with a number of other laws!

• Each State/ Territory has its own Legislation.

• Work-related stress may

lead to a compensable injury.

• If the injury is compensable,

a worker may be able to claim

weekly payments; this may affect workers compensation

premiums.

• Bullying laws: when workplace stress is caused by perceived bullying, a worker may make

a claim under new bullying laws.

• General Protections: where a worker

suffers adverse treatment

(such as being terminated or disciplined) because of workplace

stress, the worker may make a general protections application.

Workplace stress may contribute or lead to mental

illnesses, which in turn may provide the basis for

a discrimination claim.

If a worker can demonstrate that they have suffered

workplace stress as a result of their employer’s negligence,

they may have a common law claim.



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Workers compensation

Fair Work Act 2009 (Cth)

Anti-discrimination

laws

Common law







WORKPLACE STRESS

An employer was found liable for a psychological condition sustained by an

employee as a result of a new roster that changed the worker’s hours. The

worker raised a grievance with her Supervisor about the roster change and

was advised that the changes were “non-negotiable”. The Administrative

Appeals Tribunal (AAT) found it was reasonable for the worker’s employer,

Centrelink, to require the worker to work five days a week instead of four,

but the process was unreasonable. The roster change caused the employee

to feel anxious and distressed and the employee subsequently suffered an

acute psychiatric illness and didn’t return to work.

In the claim for workers compensation, the employee alleged that the

supervisor’s actions couldn’t be considered reasonable “in the absence of

genuine negotiations”. The employee advised her Supervisor that she could

only work four days a week with early start times (7am) because she had to

travel to work with her husband, who commenced at the same time.

Comcare denied liability, arguing the Supervisor’s direction was reasonable

because the worker was the only psychologist at the Mudgee, NSW

office, and was needed five days a week. The AAT however found that the

employer failed to comply with the Centrelink Agreement 2009-2011.

Pettiford v Comcare: Employer Liable for Compensable Injury

Part 4

An employee claimed that she suffered a psychiatric injury as a result of excessive and stressful workloads. This employee also claimed that telephone calls she was receiving from a client were very stressful and abusive. The employee sought damages.

An employer has a duty to take reasonable care to eliminate risks for physical and mental injuries. However, the ability for an employer to do so is based on whether the injury was reasonably foreseeable.

The employee made no formal complaints of the above nature, and the employer had sound policies and procedures in place and so the employer had not breached its duty of care. Finlay v The State of Western Australia [2012]

A shift worker claimed he could not work Saturdays for religious reasons, and asked to be taken off Saturday shifts. BHP Billiton, his employer, advised the employee that he would need to take annual leave on the Saturdays while it considered his request.

The employee claimed that having to use his annual leave caused him to suffer stress, and it was a result of unreasonable management action. The Commission found that the injury arose from reasonable management action undertaken in a reasonable way, and that any delay by the employer was not excessive.

The Commission commented “Management action need only be reasonable; it does not need to be perfect.” McMah v Simon Blackwood (Workers’ Compensation Regulator) & BHP Billiton Coal Pty Ltd [2014] QIRC 013


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Precedent Cases







Are there any work-related stress hazards?

As discussed in Part 1, these hazards may include numerous

factors – work overload, uncertainty, responsibility beyond

capacity, lack of resources, etc.

The purpose of assessing the risk is to assist in determining

the likelihood of the risk occurring and what the affect may be on workers. How often are workers

exposed to the hazards? How long might workers be exposed

to the hazards?

The risk must be eliminated so far as is reasonably practicable,

or if not practicable, minimised so far as is reasonably practicable.Workers and representatives must be consulted with, when deciding

how to control the risk.

The process does not end at controlling the risk.

Controls put in place must be continuously reviewed.



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Identify the hazard

Assess the risk

Controlling the risk

Monitoreffectiveness

of control

The Employer’s ResponsibilityWorkplace Stress Risk Management









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Employee tipsfor dealing with workplace stress

Tell someone! Talk through how you are feeling with a colleague, and if you feel comfortable,

talk to your employer – they are not able to assist unless they understand what is happening.

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -Give some thought to some changes that

may need to occur to reduce workplace stress, and communicate this to your employer.

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -Take care of yourself, physically and emotionally.

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -Connect with others in the workplace.

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -Try and seek humour in the situation.

Recognise warning signs of excessive stress at work.

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

Reduce job stress by prioritising and organising – create a balanced schedule, document an action plan and prioritise tasks, take small, regular breaks, don’t overcommit yourself and be willing to compromise.

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

Improve your emotional intelligence – manage and use your emotions in positive and constructive ways, e.g. recognise when you are stressed and temper your emotions to resolve the stress in a positive manner.

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

Reduce stress by breaking bad habits, e.g flip negative thinking, resist perfectionism, and don’t try and control the uncontrollable.

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

Understand and access any grievance and/or dispute resolution procedures available in your workplace.

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

Be in tune with workplace stressors and how you are reacting to them.

TipsPractical

Practical Tips & ToolsTo identify, manage and prevent Workplace Stress







Prevent & reduce risks

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

Conduct risk assessments of the workplace.

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

Educate Managers about how to identify and deal with workers who demonstrate stress.

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

Educate workers on paths to seek assistance within the workplace – these can be formal and informal discussions.

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

Respond to signs of stress seen in workers as soon as practicable.

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

Consider “work stressors” and how these can be managed.

WORKPLACE STRESS


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TipsPracticalEmployer tipsThere is a strong link between employee well-being and organisational performance!

Recognise workplace stress as a genuine problem.

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -Create a culture where workers feel

comfortable discussing workplace stress.

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -Clearly communicate expectations & demonstrate the link to the employee’s role and the organisation’s ‘big picture’.

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -Reward and recognise effort.

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -Implement workplace stress policies.

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -Restructuring? Consider how to best manage

the change and exercise good communication.

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -Provide regular and

constructive feedback.

cont...







WORKPLACE STRESS

Apps


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Resources, support & links

Websites

Mind Health Connect A centralised mental health resource, including access to information, helplines and programs. http://www.mindhealthconnect.org.au/

Beyond Blue An organisation committed to raising awareness of anxiety & depression.http://www.beyondblue.org.au/resources/in-the-workplace?gclid=CN_npMiE-b4CFUGTvQodCX8ANw

Heads Up A not-for-profit organisation focussed on assisting organisations to creating and maintain mentally healthy workplaces. http://www.headsup.org.au/

Lifeline https://www.lifeline.org.au/

18 of the best anxiety iPhone & Android apps of 2014http://www.healthline.com/health-slideshow/top-anxiety-iphone-android-apps#1

10 iPhone Apps to help you chill out and calm down

http://www.huffingtonpost.com/2013/01/02/de-stressing-apps-10-ipho_n_2397200.html

Man Therapy http://mantherapy.org.au/

Safe Work Australia http://www.safeworkaustralia.gov.au/sites/SWA/about/Publications/Documents/769/The-Incidence-Accepted-WC-Claims-Mental- Stress-Australia.pdf

Worksafe Victoria http://www.worksafe.vic.gov.au/safety-and-prevention/health-and-safety-topics/stress

In order for employers to ensure the health and welfare of their employees, access to tools, tips and support is critical. You may find the following links useful:

http://www.mindhealthconnect.org.au/

http://www.mindhealthconnect.org.au/

http://www.beyondblue.org.au/resources/in-the-workplace?gclid=CN_npMiE-b4CFUGTvQodCX8ANw

http://www.beyondblue.org.au/resources/in-the-workplace?gclid=CN_npMiE-b4CFUGTvQodCX8ANw

http://www.headsup.org.au/

http://www.headsup.org.au/

https://www.lifeline.org.au/

https://www.lifeline.org.au/

http://mantherapy.org.au/

http://mantherapy.org.au/

http://www.vwa.vic.gov.au/safety-and-prevention/health-and-safety-topics/stress

http://www.vwa.vic.gov.au/safety-and-prevention/health-and-safety-topics/stress

http://www.healthline.com/health-slideshow/top-anxiety-iphone-android-apps

http://www.healthline.com/health-slideshow/top-anxiety-iphone-android-apps



http://www.safeworkaustralia.gov.au/sites/SWA/about/Publications/Documents/769/The-Incidence-Accepted-WC-Claims-Mental-Stress-Australia.pdf

http://www.safeworkaustralia.gov.au/sites/SWA/about/Publications/Documents/769/The-Incidence-Accepted-WC-Claims-Mental-Stress-Australia.pdf







WORKPLACE STRESS


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How can WorkPro Help?

Benefits:

• Subscription-based licencing

• Centralised services

• Instantly reportableand auditable information

• Practical induction content thatis job and industry-based

• A trusted partner to hundreds of companies

By using WorkPro, you can expect access to a fast, simple method of being able to get your job-seekers ‘work-ready’ in accordance with the new laws. All in one Place.

Download the Module Course

Library here

http://www.workpro.net.nz/services/whs-induction/modules-library/







WORKPLACE STRESS

Lastly...We hope you enjoyed the ‘Workplace Stress’ ebook. We encourage you to share this ebook with your colleagues, clients, associates and friends.

About the author

WorkPro has partnered with legal specialists to provide this comprehensive ebook on ‘Workplace Stress.’ WorkPro is an online employee screening and compliance solution, that centralises work health and safety inductions, police checks, visa checks and licence/course management.

Visit www.workpro.com.au or call 1300 975 776 for further information.

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