Everyone is stressed these days. Employees struggle to do more with less in a 24/7,
wired environment. Managers feel burned out from longer hours and putting forth the
effort required to handle workplace challenges that never seem to ease.
HR managers, payroll administrators and benefits specialists feel the pressure too, as
they're squeezed between the demands of their own jobs, expectations of company
leaders, and the desire to help managers and employees cope. And everyone can testify
to the impact of stress on life outside of the office. We all cope with emergencies, family
issues, financial challenges and health concerns. The effects of stress on work
productivity cannot be denied.
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Recognize the signs of stress and burnout
“Everyone experiences varying levels of stress,” said Estelle Morrison, Director Strategic
Solutions, Ceridian LifeWorks. “And stress is not always a bad thing – it can motivate us
to meet new challenges or changes. But if the amount of stress becomes overwhelming
or if it is not properly managed, it can affect employees’ physical and emotional health,
their relationships, and their performance on the job. And all of that affects productivity in
a very real way.”
Experts say that the first step in managing stress in others is learning how to become
aware of it in yourself. Common physical and emotional symptoms of stress include
difficulty sleeping, headaches, irritability, anger and mood swings.
Burnout is the result of a gradual process in which a person detaches from work and
other significant roles and relationships in response to excessive and prolonged
stress and mental, physical and emotional strain. The result is lowered productivity,
cynicism and confusion, and a feeling of being drained and having nothing more to give.
(1)
“No one is immune to the ravages of extreme stress and job burnout,” Morrison noted.
“In a dynamic society where change is the only constant, many people find it particularly
challenging to manage work overload -- and as families split up, reconfigure or move
around the country, individuals are less and less likely to have an adequate support
system to help them combat stress.”
How stress and burnout affect productivity
“We all need some stress to get up in the morning and function. However, when that
optimal level has been pushed beyond the limit, workers may call in sick more
frequently, struggle to concentrate or become more forgetful than those who are less
taxed,” said Morrison. “That translates into more mistakes, absenteeism and tardiness.
Workplace morale can erode when stressed-out employees become noticeably less
productive and irritable with colleagues or managers.”
Stress costs U.S. businesses more than $300 billion annually. In Canada, stress costs
businesses an estimated $16 billion a year in direct costs, and accounts for:
- 40% of employee turnover;
- 19% of absenteeism;
- 30% of short-term and long-term disability costs;
- 10% of drug plan costs;
- 60% of the total cost of workplace accidents; and
- 100% of workers’ compensation claims and lawsuits due to stress. (12)
What are the symptoms of burnout?
Certain behaviours become evident when employees suffer from job burnout. The
burned-out employee might demonstrate a general lack of caring or concern, appearing
unmotivated. The employee may have an overall negative attitude, characterized by
cynicism, resentment, impatience and anger. Some have a history of workaholism, yet
often take longer to get the job done. The burned-out employee experiences a relentless
emotional and sometimes physical exhaustion.
“Upon first glance, we may not regard these employees as burned-out,” Morrison added.
“Since they can often be seen as putting in excessive hours, they may be mistaken for
those working extremely hard. And they are in some ways – it takes everything they
have to get through their tasks, since they are working as if they have a ball and chain
attached to their leg.”
How can stress and burnout be overcome?
Sometimes, the best way to deal with stress is to confront it at the source. But HR
professionals know that confrontation and conflict can be difficult. That’s why a culture of
non-judgmental, open communication can pay real benefits -- it encourages an
environment in which difficult questions can be asked and dissenting opinions expressed
without retribution. “A workplace in which employees can confidently approach their
manager is a workplace that promotes reduction of stress,” explained Morrison. “By
creating a culture of empowerment, companies set the example for positive action.”
But not all stresses can be handled so directly. Some sources of stress can’t be
eliminated, such as a sick parent or a child who is having difficulty in school. To manage
those kinds of stresses, employees may need to use other techniques. “Our LifeWorks
EAP program recommends many stress management techniques to assist in daily
coping. Examining one’s thinking patterns that lead to excessive stress, and relaxation
techniques such as meditation and healthy communication can all reduce the stress
load,” says Morrison.
Taking care of one’s self is also an important tool for managing stress. Eating a
nutritious diet and getting enough sleep are vital, as is regular physical exercise. And
research shows that social relationships make us feel better and have a positive effect
on our health, so encourage employees to set aside time for friends and family.
How can a manager help?
Managers should be on the lookout for these symptoms to be alert for stress and job
burnout. After all, as the Society for Human Resource Management (SHRM) reported in
their January 2005 Workplace Productivity Poll, 38% of employees report no longer
being motivated by their work.
“Managers can reduce workplace stress by finding ways to keep employees involved
and engaged,” said Morrison. “Maintaining open and regular communications is vital if
problems are going to be headed off at the path. Examining the workplace sources of
stress like ‘information overload’, where employees receive incredible amounts of
information yet receive little support on how and when to manage the information, has
become a concerning source of stress. Encouraging employees to take vacations and
promoting general workplace wellness makes good preventative sense.”
In the spirit of open communication, managers might determine whether the employee
feels stressed due to a lack of job training, because lack of knowledge or training is often
cited as a reason for employees' high levels of stress. (3) The manager might help the
employee to upgrade their skills, or arrange for a co-worker to help with cross-training.
Sometimes this can provide real support to an employee who feels like they are barely
keeping things under control.
But two of the most valuable tools for managers are integrated employee assistance
programs and work-life services. “These workplace programs are proven to reduce
stress, manage burnout, improve morale and increase productivity,” said Morrison. “All
of which impact a company’s bottom line.”
Workplace stress programs really work!
Some companies are taking a proactive approach to managing employee stress.
- 37.5% of workplaces offer stress management programs. (4)
- 34% of workplaces that offer full-intervention stress management programs saw
a reduction in health care use by employees, lowering company health care
costs. (5)
And these programs are truly helping employees reduce their stress levels.
- 77% of employees who sought treatment for issues such as stress or depression
through an employee assistance program (EAP) reported increased work
performance after three months of treatment. (6)
- 94% of employees in an EAP reported missing fewer days of work after three
months of treatment. (6)
How can Ceridian help?
Ceridian helps organizations around the world combat workplace stress. “Every day we
see the devastating impact of stress and burnout on individuals, on work teams and on
company revenues,” said Morrison. “That’s why we offer LifeWorks, Ceridian’s EAP,
Work-life & Wellness Solutions. These programs go to the heart of the problem with reallife
solutions that have positive impact right away.”
As a pioneer in the employee assistance industry with more than 21 years to perfect our
work-life services, our LifeWorks programs help companies drive productivity, improve
morale and retain top talent. Our integrated solution helps organizations create healthier,
more effective organization by providing employees with the 24/7 support they need to
make their daily lives less stressful, and help them address their personal and
professional issues before it impacts performance.
“EAPs can reduce absenteeism and tardiness by 10% and potentially boost productivity
by as much as 25%,” said Dr. John Maynard, CEO of the Employee Assistance
Professionals Association.
Expert consultants provide employees with advice on how to deal with a wide range of
stressors, including parenting and childcare, resources for older adults, health, everyday
issues, addiction and recovery, financial matters and much more. Managers also gain
access to specially trained management consultants who can help them address
employee issues and other workplace challenges. When employees get immediate
personal attention from professionals who are experienced in culturally-sensitive
support, stress is reduced. Morale improves. Coping skills are enhanced. These
improvements go directly to your company’s bottom line.
Sources
1. "Definition and Stages of Burnout," Mark Gorkin May 2005, HR.COM.
2. "Work-Life Experts Launch New Web-Based Training to Help Employers Battle
the Costs of Stress and Build a Resilient Workforce," February 2006, HR.COM.
3. January 2005 Workplace Productivity Poll, SHRM.
4. "Are Stress Management Programs Indicators of Good Places to Work? Results
of a National Survey," International Journal of Stress Management, Nigam,
J.A.S., Murphy, L.R., & Swanson, N.G., 10(4), November 2003.
5. "A Novel Stress and Coping Workplace Program Reduces Illness and Healthcare
Utilization," Psychosomatic Medicine, Rahe, R.H., et al., 64, 2002.
6. "Once Again, Treatment Improves Productivity," American Psychiatric
Association and the American Psychiatric Foundation, MentalHealthWorks, Third
Quarter 2003.
7. StressPulseSM Survey, ComPsych Corporation, Chicago, IL, October 2003.
8. "The Tenth Annual Attitudes in the American Workplace Survey," The Marlin
Company, New Haven, CT, 2004.
9. "Stress at Work," Canadian Social Trends. Statistics Canada-Catalogue No. 11-
008, Cara Williams, autumn 2003.
10. "Feeling Overworked: When Work Becomes Too Much," New York: Families and
Work Institute, Galinsky, Kim, & Bond, 2001.
11. “An Examination of the Implications and Costs of Work-life Conflict in Canada,”
Ottawa: Health Canada, Duxbury, Linda, et al., 1999.
12. “Stress Costs: Stress Cures—How to Recover Productivity Lost to Stress,”
Victoria, B.C.: Trafford Publishing, Tangri, Ravi, 2003.
This article first appeared in Ceridian Canada’s e-newsletter, The Specialist, September 2006
issue.
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