ARCHIVE: HUMAN RESOURCES MANAGEMENT
The Hidden Cost of Stress for Organizations
Kathryn Zettel, Senior Manager, Executive Networks, Human Resources Management Research August 17, 2009
The serious economic downturn—which has led to job losses now in the hundreds of thousands—is turning the workplace into a high-stress environment. Organizations are more vulnerable to the costs of stress at a time when they can least afford it. At a meeting of The Conference Board of Canada’s Council on Workplace Health and Wellness in early 2009, Dr. Gabor Maté—author of When the Body Says No: The Cost of Hidden Stress—described the often-unrecognized link between mental stress and physical health, as well as the hidden costs of lower morale and productivity. Stress affects the body, even when people are not aware of it. According to Dr. Maté, stress “is not a matter of subjective feeling. It is a measureable set of objective physiological events in the body—involving the brain, the hormonal apparatus, immune system, and many other organs. Animals and people can both experience stress with no awareness of its presence.” Prolonged stress can contribute to serious illnesses such as cancer, Alzheimer’s disease, multiple sclerosis, and cardiovascular disease. Stress Relief Effective internal communications, appropriate work designs, and respectful performance management practices help organizations manage the impact of stress on employees in the workplace. Increasing employees’ control over their work—while, for instance, setting realistic work expectations—helps ease stress levels. Recognizing and rewarding efforts appropriately helps foster a supportive work environment, which helps to mitigate stress levels. Managers can help their employees deal with stress by: - Educating employees about the connection between stress and disease. Employees need to be aware of their mental and emotional states of mind to see the link between stress and disease. Tools such as mindfulness techniques and emotional IQ training can give individuals greater awareness of their well-being—both emotional and physical. Techniques to develop assertiveness and conflict resolution can help employees express themselves in more constructive ways.
- Creating a workplace culture that encourages open communication. This allows employees to discuss work expectations and issues with their managers and gain more control over how their work is done. Dr. Maté’s research indicates that individuals cope better with stress and illness when they do not work in isolation.
- Educating managers on recognizing stress, discussing stress-related issues, and identifying resources for employees. Managers should be conscious that stress may be caused by factors both within and outside the workplace.
- Encouraging managers to implement work flexibility programs. When employees are given the opportunity to manage their schedules and balance the demands of work and their personal lives, they are more able to alleviate the stresses of work–life dynamics.
Compassionate Curiosity Dr. Maté’s final message to health and wellness practitioners is to approach workplace health issues with “compassionate curiosity.” This approach requires that managers not be judgmental about employee behaviours and their cause. When managers have an open mind, they can come up with new possibilities and solutions to deal with employee stress. By accepting—not ignoring—the reality of stress in the work environment, managers and employees can take appropriate action to prevent and resolve health issues.
Related Publications
Ready or Not: Effective Pandemic Response
What You Need to Know About Mental Health: A Tool for Managers
Workplace Health 2008: The Battle for Mental Well-Being
Western Workplace Health 2008: Mental Health, Productivity and Performance Related Events
Workplace Diversity and Inclusiveness 2009 Related Executive Networks
Council on Inclusive Work Environments
Council of Human Resource Executives (National)
Council of Human Resource Executives (East)
Council of Human Resource Executives (West)
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