Managing workplace stress is about recognising the signs, listening to how people are feeling, and (where possible) taking action at an early stage to tackle the causes of stress.
If staff are working remotely during part of the week – which means that any signs of stress may be less visible – how can line managers help staff to feel supported and less stressed at work?
Blended working works best when managers trust staff. The pressure to be ‘always on’ can lead to digital presenteeism, which is when employees feel under pressure to always be available via email, text, phone, Zoom or Teams. Feeling that you need to constantly demonstrate to your manager that you’re working just as hard remotely as you would in the office can lead to stress and exhaustion. It can also negatively impact your output.
A fundamental driver of employee engagement is knowing what’s expected of you and feeling that this is fair and equal to your peers. Work-related stress is often prompted by uncertainty over how to behave or what’s acceptable. For staff working some of the week from home, these feelings can be heightened by the physical separation from colleagues – it’s harder to see what others are doing and learn what’s OK. This can be especially challenging for new staff who’ve not yet got a sense of how the team ticks.
As a manager, you can help to overcome some of these stresses by being clear about the behaviours you expect to see from employees – for example, the ways in which individuals can flex their working day to accommodate outside appointments or other commitments (such as the school run). What’s communicated should be applied equally whether someone is working on campus or remotely.
Excessive workload can be a contributing factor to someone's stress - over time, this can lead to burnout (see below). Managers have a fundamental role to play here in supporting their staff to manage workloads effectively, ensuring that workloads remain reasonable, and taking appropriate actions where a workload issue is affecting the team (including, potentially, recruitment and/or seeking additional funding).
You can also set an example by role modelling good practice behaviours. Talking about wellbeing while sending late-night emails – and chasing them up first thing – may send the wrong message! Instead, take a moment to reflect on how your working habits may need adjusting to match what you’re suggesting to your team.
If you’ve not already done so, make sure that you’ve completed the available modules in the Blended Working Development Programme – the programme includes guidance on managing both individuals and teams, both of which can impact positively on stress levels when done well.