Stress at Work: Clarity in the Complexity
We’re living in an increasingly uncertain world. According to the 2023 Gallup State of the Global Workplace Report, Australia and New Zealand are experiencing the second highest rates of stress, second only to the USA and Canada. The Australian Human Rights Commission (AHRC) states that stress-related workers’ compensation claims are costing over $10 billion a year, and additional costs can be linked to lost productivity, absenteeism, and presenteeism. As these alarming statistics show no sign of slowing down, employers need to shine a brighter spotlight on stress and how to address it in the workplace.
The first step is to arm yourself with the knowledge of how stress manifests at a systems level, and learn about some of the strategies that can be used to address and mitigate workplace stress in order to promote a healthier and more productive workforce, while reducing at least some of the economic burden we are currently seeing. While this article can in no way cover all aspects of such a complex topic, we aim to get you thinking, and provide some of the tools for effective understanding and intervention of stress at work.
UNDERSTANDING WORKPLACE STRESS
Workplace stress is complex and multi-faceted, involving an array of factors, personal, environmental, and organisational. Stress manifests in both psychological and physiological responses, including anxiety and depression, as well as hypertension and cardiovascular diseases. The World Health Organisation (WHO) identifies workplace stress as a global epidemic, affecting millions of employees and necessitating urgent attention from public health and health promotion perspectives.
CAUSES OF WORKPLACE STRESS
There are numerous factors underlying workplace stress. For example, while a defined amount of work is manageable for one person, it can trigger a stress response in another person. Therefore, a combination of system-wide policies and practices, as well as individual-level support are needed to effectively ‘combat’ stress at work.
We can divide workplace stress into 3 buckets, with varying levels of employer involvement and oversight.
These 3 buckets are:
Organisation level stress;
Environment level stress; and
Individual level stress.
Organisation Level Stress
Workload and deadlines: Tight deadlines, unrealistic expectations and high job demands, or conversely, low job demands.
Lack of control: Having little control over work. Autonomy at work is known to be positively correlated with low levels of stress in most people.
Workplace relationships: Poor relationships and lack of support from colleagues and supervisors are significant stressors.
Exposure to traumatic events: For example, frontline workers who witness dangerous and traumatic events.
Lack of role clarity: Unclear and ambiguous roles, including inappropriate expectations.
Poor change management: Putting employees through a process of change without supportive structures and procedures in place to help mitigate stress during change and uncertainty.
Remote and isolated work: In this situation, stress can increase when there is a low level of support and social connection.
Environment Level Stress
Environmental distractions: Factors such as noise, air quality, lighting and temperature can contribute to an increase of stress experienced at work.
Social determinants of stress: Examples include poverty, racism, health inequity, disability, generational gaps, etc.
Individual Level Stress
Work-Life integration: The inability to find a sense of flow between work and personal life is a major stressor for many, which involves a combination of personal circumstances, coping mechanisms, and external demands. The OECD reports that 1 in 3 employees experience high levels of work-life conflict, leading to burnout and decreased job satisfaction.
Personal coping mechanisms: A person’s individual level of resilience, and their unique skill-set in coping with stressful situations is entirely unique to each individual and can be based on factors like personal stress management skills and techniques, current mental health status, experience of trauma, learned coping skills, current demands, and more.
The question of who is responsible for each of these buckets is not an easy question to answer. However, recent updates to legislation on Psychosocial Hazard Management provides compliance guidance for employers to determine what hazards they are lawfully required to minimise. At the very minimum, these risks should be identified and managed. An employer who goes above and beyond this measure will reap the benefits of being compliant with the legislation, while also reducing the costs of poor wellbeing at work, and creating a unique employee value proposition - a key differentiator in a competitive market.
EFFECTS OF WORKPLACE STRESS
Whatever it is, the way you tell your story online can make all the difference.
First it is important to acknowledge the physiological pathway which is activated during a stress response. It is also important to note the difference between Eustress, Acute Stress, and Chronic Stress.
The Physiological Response:
The stress response begins in the brain. When a ‘threat’ is perceived, usually through the eyes or ears, the amygdala, an area responsible for emotional processing, sends a distress signal to the hypothalamus. This area of the brain acts as a command centre, communicating to the rest of the body through the autonomic nervous system, a function which manages involuntary functions like breathing, blood pressure, heart beat, etc.
Within the autonomic nervous system, there are two components: the sympathetic nervous system, and the parasympathetic nervous system. In a sense, the sympathetic nervous system speeds things up and provides a ‘fight / flight / freeze’ response in response to perceived dangers*. The parasympathetic nervous system acts like a brake, promoting ‘rest and digest’ when a threat has passed.
During sympathetic, fight/flight/freeze, activation, the hypothalamus sends distress signals through the autonomic nerves to the adrenal glands. These glands pump epinephrine into the bloodstream activating:
increased heart rate
blood pumped to the muscles, heart and lungs
increased pulse
faster breathing rate
sharper sight and hearing
released and mobilised blood sugar (glucose) into the bloodstream
After the initial surge of epinephrine, a second stress response system is activated by the hypothalamus. This is known as the HPA axis, a network consisting of the hypothalamus, pituitary gland, and the adrenal glands. During this activation, a hormonal cascade maintains the sympathetic nervous system activation. First, the hypothalamus releases corticotropin-releasing hormone (CRH). The CRH triggers the pituitary gland to release adrenocorticotropic hormone (ACTH) which then travels to the adrenal glands, where cortisol is released. Once the threat has passed, the parasympathetic nervous system is activated and reduces (brakes) the stress response.
As mentioned earlier, what situations are deemed to be a threat, and how a person responds to those threats can be very individual. It is essential, therefore, that while a workplace creates mitigation strategies for psychosocial hazards, they must also consider the individual needs, involving them deeply in the design of mitigation strategies and support and education.
Eustress:
Not all experiences of stress should be considered ‘bad’ or negative. As explained above, the activation of the stress response is a natural, adaptive strategy by the body to activate and respond to a perceived or real threat, and enable the person to fight flee, or freeze from the threat. There are many positive experiences in life which activate eustress, such as getting married, receiving an award, or sitting a test. In many cases, the way the experience is perceived can change the experience of the situation, and sometimes reduce the experience of it as negative. This sometimes involves psychological reframing of the event, from one that poses a threat, to one that creates excitement or a positive outcome.
Acute Stress:
Acute stress is the short term activation of the stress response, often to escape immediate danger. On its own, it is highly adaptive and necessary for survival. At times, acute stress can become eustress. That is, a short burst of stress in reaction to a stressful situation can be viewed in a positive way and provide the short burst of energy and motivation needed for the situation.
Chronic Stress:
Chronic stress refers to the long-term ongoing activation of the stress response, particularly involving chronic use of the HPA axis. Alongside the typical stress response, someone experiencing chronic stress may withdraw from social situations, become irritable, have trouble sleeping, have low energy, and experience aches and pains. Over time, chronic stress can lead to ongoing mental health issues such as anxiety and depression, as well as substance abuse disorders.
CONSEQUENCES OF ONGOING STRESS
Employee Wellbeing: Chronic stress negatively impacts mental and physical health, and it can contribute to burnout and breakdown in working relationships. According to SafeWork Australia, a poor psychosocial climate is costing Australian businesses up to $6 billion a year, with poor health outcomes including depression, psychological distress, and disengagement.
Organisational Impact: High stress levels lead to decreased productivity, increased turnover, and a toxic workplace culture. The 2023 Gallup State of the Global Workplace Report found that 67% of Australians surveyed were ‘quiet quitting’ with low levels of engagement in their job, while also experiencing the highest levels of stress and burnout.
Health Care Impact: It goes without saying that stress-related conditions often require medical or mental health intervention. The costs of these interventions are partly borne by the individual, further exacerbating financial stress. The costs are also borne by both taxpayers, and o to build knowledge and capacity in rganisations who are footing the bill of absenteeism and reduced productivity.
HR AND LEADERSHIP STRATEGIES
It is vital that leadership take psychosocial hazard management seriously, and create a strategic plan that involves proactive, rather than reactive stress management. This means going through the process of hazard management assessment, bringing employees in for consultation and co-design of the process, and providing ongoing support and check-ups so that the plan can be adjusted and updated as necessary.
Promote Work-Life Integration: Implement policies like flexible working hours and remote work options which cater to individual needs. For example, tech company Buffer offers unlimited vacation days and flexible work schedules, resulting in higher employee satisfaction and lower turnover rates.
Build Supportive Relationships: A positive workplace culture can be created by encouraging open communication and providing support systems that enhance psychological safety. According to Amy Edmondson, “the most apt and adaptable leaders are those who are aware of their limitations, have the necessary humility to grow their own and others’ potential, and are courageous and curious enough to create sincere and open connections with others”.
Enhance Employee Autonomy: Give employees more control over their tasks and decision-making. Atlassian, a software company, allows employees to spend 20% of their time on projects of their choice, boosting creativity and reducing stress.
Stress Management Programs: Implement wellness programs and stress management resources to build knowledge and capacity to manage stress. Johnson & Johnson’s wellness program includes fitness classes, mental health resources, and stress management workshops, leading to a healthier and more engaged workforce.
Be Flexible: A high proportion of employees cite increased stress levels as a result of being forced back into the office. Where possible, engage with individuals at work to find a solution that suits them. Rather than mandate a return to the office, provide choice and flexibility to your workers for a long term gain.
Co-design Solutions: Create room, and the psychological safety in the environment for people to share their concerns and unique experiences and be a part of the policy creation. While you may wish to make a blanket policy for all employees in relation to their work arrangements, you may be creating unnecessary stress. Engage an unbiased third party to engage with your workforce and provide solutions that benefit all.
Review Social Determinants in the Workplace: Despite best practices and guidance documents assisting workplaces in addressing their psychosocial hazards, it is imperative that each organisation engages with its workforce to determine the unique needs of its population. Social determinants of health and disease can have a significant impact on how stress manifests, and the types of strategies that are most effective. Seek external support to ensure that you are not missing key information to support your strategy.
“The most apt and adaptable leaders are those who are aware of their limitations, have the necessary humility to grow their own and others’ potential, and are courageous and curious enough to create sincere and open connections with others.”
A Case Study:
David Cordani, CEO of Cigna, champions the joint power of Vitality + Purpose as a recipe for success in work and life. Cigna commissioned an independent study in 2020 into the effectiveness and Return on Investment (ROI) of health and wellness initiatives, as well as best practices for implementing wellbeing programs. Their analysis found a significant ROI which was affected by the level of employee engagement. They also highlight five different ways a program can be measured: Cost; Financial savings; Participation and engagement; Employee feedback; and Health outcomes.
Addressing workplace stress is morally and strategically essential. Taking a broader, holistic view of how stress manifests in individuals, but can be supported or thwarted within the workplace requires honest conversation, analysis, and support. We can design workplaces where stress is supported and minimised, and we can promote greater integration. As public health advocates emphasise, reducing workplace stress is crucial for improving population health and promoting overall wellbeing, ultimately contributing to a more productive and engaged workforce.
We’re keen to partner with you to help you understand the unique landscape of your business. We help you reduce business costs while addressing the stress of your teams with a comprehensive assessment, report and action plan to guide you towards a more effective wellbeing strategy. Get in touch to learn more.
*A 4th component of the sympathetic nervous system stress response has been noted in some literature. That response is the ‘fawn’ response.
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References:
Edmondson, A.C. and Chamorro-Premuzic, T., (2020), ‘Today’s Leaders Need Vulnerability, Not Bravado’, accessed 29.05.24, <https://hbr.org/2020/10/todays-leaders-need-vulnerability-not-bravado?ab=hero-subleft->.
Gallup, 2023, State of the Global Workplace: 2023 Report, accessed 28/05/24 <https://www.gallup.com/workplace/506879/state-global-workplace-2023-report.aspx>
Mental Health in the Workplace, 2024, Australian Human Rights Commission, accessed 29/05/24, <https://humanrights.gov.au/our-work/1-mental-health-workplace#:~:text=A%20total%20of%203.2%20days,year%20for%20stress%2Drelated%20reasons>
Psychosocial safety climate and better productivity in Australian workplaces: Costs, productivity, presenteeism, absenteeism”, 2016, accessed 30/05/24 <https://www.safeworkaustralia.gov.au/resources-and-publications/reports/psychosocial-safety-climate-and-better-productivity-australian-workplaces-costs-productivity-presenteeism-absenteeism>.
“Stress Levels in Australian Workplaces Among the Highest”, 2023, accessed 30/05/24 <https://bond.edu.au/news/stress-levels-australian-workplaces-among-highest#:~:text=In%20Gallup's%20State%20of%20the,record%20high%20set%20in%202021>.
White-Gibson, Z. (2022), ‘Chronic Stress Vs. Acute Stress: Are They Different?’, Psych Central, accessed 29/05/24, <https://psychcentral.com/stress/chronic-stress-vs-acute-stress#chronic-stress>