"We sometimes hear from group income protection claimants absent from work due to stress, that their regular catch-ups with their manager are frequently cancelled due to their manager’s workloads.
"By giving managers sufficient time for regular catch ups with their staff, Needle believes this will provide “opportunities for employees to raise concerns causing them worry”, and communicate to staff the right message that managers have time for them.
Employers can help their employees to be involved by encouraging contribution to feedback surveys, participation in taskforces to address areas of concern / operational pinch points identified by surveys, and engagement with learning and development opportunities.
She says these can all empower employees to contribute to positive change in their environment.”
Catching issues early
Why is preventing and mitigating stress helpful to other colleagues, to the business and to clients?
According to commentators, happiness is contagious and if people are happy and relaxed in their role, those around them are likely to be as well.
And, as well as risks to personal wellbeing, there are business risks of having stressed employees such as mistakes being made, increased absence, poor communication with clients or customers, or poor motivation.
By having a culture that prevents, mitigates and (when necessary) supports those who are feeling stressed, output is increased, staff and customer satisfaction improves, a company gets. reputation as a positive and caring business and staff turnover slows down.
Needle says: "Everyone wants to work in a happy and positive environment but sometimes we get so caught up in what we are doing that we lose sight of how we achieve this, we can easily forget that we all have a part to play.
"Reminders are therefore important to reinforce what we all probably know, make us think about what is going on in our own worlds, and whether we should be making any changes or what part we can play to support others.
Understanding neurodiversity and its role in workplace stress
Laurie Edmans CBE is co-chair of the Group for Autism, Insurance, Investment and Neurodiversity (Gain), an organisation set up to help remove barriers and improve prospects for people with autism and other neurodiverse conditions, such as ADHD, Dyslexia and OCD.
He says there are certain contributory factors to workplace stress that are more prevalent for neurodivergent individuals, which can arise from several sources.
These include:
- Sensory overload: bright lights, loud noises, strong smells, or crowded spaces can be overwhelming.
- Communication barriers: difficulties in interpreting non-verbal cues, indirect instructions, or abstract language.
- Rigid work environments: lack of flexibility in schedules, work methods, or job roles.
- Social dynamics: challenges in social interactions, such as misunderstandings, exclusion, or bullying.
- Stigma and misunderstanding: lack of awareness or acceptance from colleagues and management.
- Unclear expectations: ambiguous job roles, inconsistent feedback, or unpredictable changes.
- Performance pressure: high expectations without sufficient or the right support or accommodations.
- Physical workspace issues: Uncomfortable seating, lack of personal space, or inadequate ergonomics.
Edmans believes: "Preventing and mitigating stress in the workplace benefits everyone involved”.
He adds that it leads to "enhanced employee well-being, increased productivity, higher employee retention, positive work culture, better client relationships, reduced absenteeism, and a diverse range of perspectives, which open up the possibility for better problem-solving and innovation."
