CIPD warns that the TUC ëWork Your Proper Hours Dayí is missing the point in tackling stress at work

As the TUC ëWork Your Proper Hours Dayí approaches the Chartered Institute of Personnel and Development (CIPD) warn employers that long working hours arenít the main problem for the majority of UK employers. The real challenges for employers lie in reducing stress and pressure at work which are down to poor management and work organisation.

It can just as easily be argued that the UK has a short hours working culture as a long hours culture, as the following Office for National Statistics figures show:

Average weekly hours worked were 31.9 in 2006, down from 32.9 in 1998.

19% of employees worked more than 45 hours a week in 2006, down from 24% in 1998. 1 in 4 employees now work fewer than 30 hours a week

According to WERS 2004 the number of organisations offering flexible working options to non-managerial employees has increased:

- 26% offered flexitime in 2004, up from 19% in 1998
- 28% offered homeworking in 2004, up from 16% in 1998
- 73% offered parental leave in 2004 up from just 38% in 1998

- The proportion of workplaces offering fathers paid paternity or discretionary leave has almost doubled (up from 48% in 1998 to 92% in 2004)

The CIPD is urging employers to tackle the real issues surrounding stress at work. The recent Intel Corporation (UK) Ltd v Tracy Ann Daw case is evidence that employers cannot afford to ignore stress related problems ñ Daw was awarded 134,545 damages following a breakdown due to work related stress associated with her workload.

Ben Willmott, CIPD Employee Relations Adviser, says: ìA close look at the facts reveals that many people in the UK are benefiting from the growth of flexible and part-time working. However, there are pockets of long-hours working and sometimes this can have negative consequences including work related stress. But more frequently work related stress is caused by poor line management.

ìManaging stress at work is to a large extent simply about good people management, and this can be completely unconnected to the number of hours worked. Line managers must set clear objectives for individuals in their team, communicate with clarity, consult and provide plenty of feedback about performance ñ including praise. They must also spend time coaching and developing members of their team.î

The CIPD is holding a conference, Stress and the Role of Line Managers, on 21 March 2007 that will discuss practical solutions for reducing stress and improving absence, well-being and performance. It marks the launch of new CIPD/ Health and Safety Executive (HSE) research that will demonstrate the central role that line managers play in managing stress.

The conference will highlight the key behaviours that managers need to adopt to tackle stress and explore practical solutions that prevent stress at work. Dr Joanna Yarker, Lecturer in Occupational Psychology, Goldsmiths, University of London will lead a seminar at the conference examining a managerís vital role in tackling stress and introducing the competency framework for stress management.

The CIPDís Stress and the Role of the Line Manager Conference will also include seminars from:

Chris Rowe, Health and Safety Executive and Ben Willmott, Adviser, CIPD on What is Stress at Work?

Nick Hine, Thomas Eggar and Emma Donaldson-Feilder, Affinity Health at Work on Creating a Case for Managing Stress at Work

Dr Adrian Chojnacki, GlaxoSmithKline and Alec Jessel, Investors in People UK on Incorporating Stress Management into a Well-being Strategy