Islands of stability can be key to reducing change at work stress

There is a clear link between unwelcome or excessive change in the workplace and the amount of stress felt by employees, according to a book published today by the Chartered Institute of Personnel and Development (CIPD).

However, although prolonged change can result in problems with productivity, motivation and even health, it is possible to mitigate the risk of serious consequences by, for example, ensuring that each affected employee is encouraged to retain an element of stability specific to their own working lives. These are the conclusions of the book, Managing People, which is written by psychologist Jane Weightman.

The book covers all aspects of the people management process, although dealing with change is an issue that will be of particular interest to many employers. It identifies four broad categories of change:

Imposition - change to comply with outside requirements, such as new rules and laws. Employees may feel stressed due to their lack of control.

Adaptation - changing behaviour at the behest of others; for example company relocation. If too extreme this can lead to staff leaving.

Growth - responding to opportunities for development, such as job changes or filling in for the boss temporarily.

Creativity - change where the employee is the instigator, such as introducing new standards or developing new work techniques.

Jane Weightman comments: Most employees will resist imposed change and be uncertain about adaptations forced on them by others. However, employees are often delighted by change that brings opportunities for growth and excited by change brought about by their own creativity and efforts. Organisations, however, will need to manage and sustain staff through all of these at different times.

According to the book, one of the key ways to avoid stress during a time of change is to keep at least one area of the staff’s working lives stable. Which area will vary from employee to employee.

Weightman continues: The areas that people want to keep stable in their working lives depend on a number of personal factors. Some employees favour the opportunity to demonstrate managerial or technical competence, while others seek job security, creativity or even autonomy and independence.

As a long-term method of handling change, employees would be well advised to retain a level of stability in the area of most importance to them. In that way they will be more likely to risk change elsewhere and less likely to experience stress because everything around them is in turmoil at the same time.

In the short term, of course, simpler strategies such as calming the pace of work and asking for advice from colleagues can help to ease employees’ concerns about change and reduce their stress levels. By working in tandem with the employees, any business or organisation can resolve a time of change without unduly stressing its workforce.