THE NORTH EAST ESSEX MENTAL HEALTH TRUST

Organizational stress pilot for employees

The North East Essex Mental Health Trust employs approximately 846 people providing mental health services to a large catchment area in Britain. According to its data, stress related illnesses are responsible for 25% of all absence. To address this issue, the Trust implemented the Health Education Authority's (HEA) anti-stress pilot program, which is designed to reduce anxiety and tension within an organisation. The program was introduced at a time when the Trust was undergoing major organisational changes. As a result of the program, absenteeism due to stress-related conditions was reduced and morale improved.

Highlights of the HEA anti-stress program

  I. Stages of the HEA strategy

       Formation of Stress Management Group (SMG). The SMG managed the total programme. It was usually led by the Human Resource Director with the full support of the chief executive.

       The Listening Group (LG). This was a two-day event for 25-30 people representing all sections of the organisation and led by the programme's consultants. Its aim was to develop a preliminary analysis of the nature and extent of organisational stress by listening to the staff's views.

       Post -Listening Group Action. Following the Listening Group event, the SMG worked with the consultants to plan an Organisational Stress Workshop on the basis of the Listening Group's findings.

       Organisational Stress Workshop (OSW). This was a second two-day event for 30-60 people who had a particular interest in the Listening Group's findings. Their role was to draw up action plans.

       The Action Groups. A number of groups were formed, co-ordinated by the SMG, to see the action plans through over a period of months or years.

        II. Reasons for stress as expressed by the employees in the Listening Group

Staff feel uninvolved in the planning and process of change, leading to a loss of control, of choice and ownership, and a sense of devaluation and powerlessness. Staff do not know what is happening as it happens. Decisions can change from one week to the next. Many are struggling to cope with changes in their work environment such as service relocations and new methods of recording information.

       III. Outcomes/Effectiveness

        IV. Employees' reaction and comments after participation

Managers were generally more enthusiastic about the project than staff. Most participants in workshops or action groups felt they had benefited. Several described activities as therapeutic and constructive.

Comments included: "Communications were better; more information was getting through." "It feels as though there is more support and that it's a team effort." "Things are changing in my department." "There's more on offer in terms of training, support, but I don't know if it's the result of this intervention."

A few identified other beneficial changes in attitudes or culture. Before the project, it had not been possible to admit to certain feelings, such as being upset about the organisational but now it was. Some felt more confident that things could be influenced from the bottom up.

Source: Gabriel, P. and Liimatainen, M., Mental Health in the Workplace: Situation Analysis UK (Geneva : ILO, 2000)

 2.Organizational and Negotiating Power: Ability to Initiate Change