STRESS JUMPS TO TOP OF SICKNESS ABSENCE CHART

[TrueBlueTerrier]

Letter to Branches




No. 926/11
Ref P1
Date: 1 November 2011

To: All Branches,

Dear Colleagues,

STRESS JUMPS TO TOP OF SICKNESS ABSENCE CHART - NEW CIPD SURVEY RESULTS:

For the first time, stress has topped the list of reasons for long-term sickness absence among both manual and non-manual employees, according to the latest absence management survey from the Chartered Institute of Personnel and Development (CIPD) and 'Simplyhealth' published this month (October 2011).

For manual workers, stress is now level with acute medical conditions and has superceded musculoskeletal problems to become the chief cause of long-term absence. Among non-manual staff, stress has moved ahead of acute medical conditions.

The survey also reveals a close connection between job security and mental-health problems. More than half of employers planning to make redundancies in the next six months reported an increase in mental-health problems among their staff; however, of those employers that are not planning job-cuts, just under a third reported an increase in mental-health issues.

Organisations preparing to make redundancies were also more likely to witness a rise in presenteeism (32 per cent, compared with 27 per cent of those who had no redundancies planned). Those respondents that had noted an increase in presenteeism were also more likely to report a rise in stress-related absence over the same period (49 per cent, compared with 33 per cent of those who did not report an increase in people coming to work ill).

Among public-sector organisations, half reported a rise in stress-related absence, with many respondents highlighting organisational change and restructuring, including job cuts, as the number-one cause of stress at work. Job insecurity is also reported as a more common cause of work-related stress in the public sector in this year’s survey (24 per cent) compared with last year (10 per cent), and is higher than in the private and non-profit sectors (both 14 per cent).

Commenting on the current pressures afflicting the public sector, the CIPD state that stress is a particular challenge in the public sector, where the sheer amount of major change and restructuring would appear to be the root cause. To a large degree, managing stress is about effective leadership and people management, particularly during periods of major change and uncertainty.

Line managers need to focus on regaining the trust of their employees and openly communicating throughout the change process to avoid unnecessary stress and potential absences. They also need to be able to spot the early signs of people being under excessive pressure, or having difficulty coping at work, and to provide appropriate support.

Too many employers take stress lightly. These figures show that the cuts, job losses, restructurings and pay inequalities are having more than just an economic effect. They are having a serious impact on people's health. Unfortunately, there is still a tendency
among many employers to think of it as ‘just stress’ but this is a real issue, which can devastate people’s lives and tear apart families.

More than a quarter of organisations (29 per cent) – including more than two-fifths in the public sector – said they have increased their focus on employee well-being and health promotion as a result of the impact of the economic turbulence.

'Simplyhealth', which conducted the survey in partnership with the CIPD, stated that with many organisations looking for ways to save money, employee health and well-being should not be overlooked and should remain at the heart of the company. Benefits
that engage employees do not have to be expensive. By introducing a recognition scheme, or equipping leaders with the skills they need to care for the health and well-being of their teams, employers can make small, affordable changes that make a positive difference.


Yours Sincerely


Dave Joyce
CWU National Health, Safety & Environment Officer

[DGP1]

By introducing a recognition scheme, or equipping leaders with the skills they need to care for the health and well-being of their teams, employers can make small, affordable changes that make a positive difference.

Dr DOM knows best bully people back into work before they're ready only for them to go off again, yep, RM has those people

[red1968]

By introducing a recognition scheme, or equipping leaders with the skills they need to care for the health and well-being of their teams, employers can make small, affordable changes that make a positive difference.

Dr DOM knows best bully people back into work before they're ready only for them to go off again, yep, RM has those people

Then get them on the next stage and with a bit of luck they will be up the road in no time,bring in the next 3 month contract postie please HR

[GHOSTman]

Interesting stuff. As a recently appointed H & S rep myself I've been wondering whether I could use the stress angle on management to stop them using the IWT to assess peoples performance and also pressuring them into staying out over their time. I know this is traditionally more industrial relations rep side of if, but the more reps that put pressure on management the better. What do people think? Any H & S reps on here gone down the stress route with management? Any success?