How can we get the commitment of senior managers for Stress Risk Assessment?
Senior Managers can sometimes be cynical and negative about the Stress Risk Assessment process, fearing it will open a ‘can of worms’.
The CEO doesn't believe in 'stress'
Despite all the publicity and good quality information that is available now about stress as a health and safety issue that has to be addressed, many senior managers still ‘don’t believe in stress’ or fear the consequences of ‘doing a survey on stress’. Usually, this is because of misconceptions about what stress is and how it is managed, and irrational fears about what will happen if stress problems are made public.
Confront fears and misconceptions
In any organisation considering doing a Stress Risk Assessment, it is vital to confront these fears and misconceptions and to gain management commitment. Stress Risk Assessment as a process has to be sold to managers, especially senior managers.
Use an expert
In our experience, although this can be done internally, an external expert with real authority in the area of stress management is more likely to have the credibility to be listened to and believed.
Explain in terms of risk management
One of the key areas to explain is about risk. Managers manage risks on a daily basis and explaining stress in terms of risk management stands a much better chance of success.
Make the business case
Also, it’s important to explain the business benefits and reduced costs that will result from seeing the process through. We're placing some useful tools and resources on this site to help you make a strong business case. This includes tools for calculating the costs of stress and mental ill-health at work and the potential return on investment from taking steps to improve well-being. Stress Risk Assessment is a vital stage in this process. You can make measurable improvements unless you first know where you are.
Positively branding the process
Often, fears are specifically related to the ‘stress survey’. Once managers understand that the survey is not the be-all-and-end-all but just part of the process, they will see why it is necessary. The communications strategy for overcoming these fears relates to the way the Stress Risk Assessment process is branded. It can help to frame the whole thing in terms of managing wellbeing, and about making improvements to the working environment. In our experience, it can be very helpful to place stress in the context of wellbeing and
quality of working life. Stress Risk Assessment is therefore seen as one aspect of ‘our strategic approach to managing well-being and performance at work’.
Explain the legal compliance issues and consequences of non-compliance
Of course, it is also necessary for managers to understand the legal position and the obvious risks from non-compliance with legislation. An excellent document on the legal aspects of stress can be downloaded from our resources page. An authoritative expert with intimate knowledge of what can happen when things go badly wrong can be very persuasive in this regard and completely change minds on this.
Explain that it's managers who really make the difference
Lastly, in terms of gaining management commitment, it is important to explain to managers about the critically important role that they themselves have in the process. It can’t happen without their involvement and co-operation, and indeed their input is not only desirable, it’s essential if harm is to be prevented. To this end, you need to explain to managers how they themselves will be supported to help them implement positive changes, for example through training and management development.
Please contact us if you would like an expert to provide support with getting management commitment.
The CEO doesn't believe in 'stress'
Despite all the publicity and good quality information that is available now about stress as a health and safety issue that has to be addressed, many senior managers still ‘don’t believe in stress’ or fear the consequences of ‘doing a survey on stress’. Usually, this is because of misconceptions about what stress is and how it is managed, and irrational fears about what will happen if stress problems are made public.
Confront fears and misconceptions
In any organisation considering doing a Stress Risk Assessment, it is vital to confront these fears and misconceptions and to gain management commitment. Stress Risk Assessment as a process has to be sold to managers, especially senior managers.
Use an expert
In our experience, although this can be done internally, an external expert with real authority in the area of stress management is more likely to have the credibility to be listened to and believed.
Explain in terms of risk management
One of the key areas to explain is about risk. Managers manage risks on a daily basis and explaining stress in terms of risk management stands a much better chance of success.
Make the business case
Also, it’s important to explain the business benefits and reduced costs that will result from seeing the process through. We're placing some useful tools and resources on this site to help you make a strong business case. This includes tools for calculating the costs of stress and mental ill-health at work and the potential return on investment from taking steps to improve well-being. Stress Risk Assessment is a vital stage in this process. You can make measurable improvements unless you first know where you are.
Positively branding the process
Often, fears are specifically related to the ‘stress survey’. Once managers understand that the survey is not the be-all-and-end-all but just part of the process, they will see why it is necessary. The communications strategy for overcoming these fears relates to the way the Stress Risk Assessment process is branded. It can help to frame the whole thing in terms of managing wellbeing, and about making improvements to the working environment. In our experience, it can be very helpful to place stress in the context of wellbeing and
quality of working life. Stress Risk Assessment is therefore seen as one aspect of ‘our strategic approach to managing well-being and performance at work’.
Explain the legal compliance issues and consequences of non-compliance
Of course, it is also necessary for managers to understand the legal position and the obvious risks from non-compliance with legislation. An excellent document on the legal aspects of stress can be downloaded from our resources page. An authoritative expert with intimate knowledge of what can happen when things go badly wrong can be very persuasive in this regard and completely change minds on this.
Explain that it's managers who really make the difference
Lastly, in terms of gaining management commitment, it is important to explain to managers about the critically important role that they themselves have in the process. It can’t happen without their involvement and co-operation, and indeed their input is not only desirable, it’s essential if harm is to be prevented. To this end, you need to explain to managers how they themselves will be supported to help them implement positive changes, for example through training and management development.
Please contact us if you would like an expert to provide support with getting management commitment.
