Phase 1 of the research identified 19 competencies that, when exhibited by managers, prevent and mediate stress within teams. Initial findings from phase 2 of the study have now refined these initial competencies into four main areas:
- Managing Emotions
- Managing and communicating existing and future work
- Managing difficult situations
- Managing individuals within the team.
This emerging research highlights the importance of the manager’s ability to identify and respond to their team effectively. Positive engagement with the four competency areas both prevents as well as reduces reported stress within teams.
The bottom line
In 2006 -2007 a total of 13.8 million working days were lost due to work-related stress, depression and anxiety (source HSE: http://www.hse.gov.uk/stress/why.htm ) - the cost to business being huge.
Investment in developing competencies in managers that both prevent and mediate stress within the workplace reduces the cost of sickness absence, increases motivation, morale and productivity and reduces staff turnover - all of which impact heavily on the bottom line and thus profitability.
Phase 1 of the research is available from:
www.hse.gov.uk/research/rrhtm/rr553.htm
For further information regarding management development and competencies please email enquiries@optimiset-d.co.uk
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2 comments:
Hi Siobhan, good article.
The four main areas indicate to me that managers need more company support in developing their skill set and competencies. It would be interesting to know if there was a stand checklist for these or whether (which is what I am assuming)each company develops there own. It would make it difficult for a manager to move companies because the new set of competencies would be different and thus creating stress within their role.
Rgds
Sarah Arrow
Hi Sarah,
The competencies that have been identified do graft on to the Management Standards already published by the HSE and have quite a bit of alignment with other Management competencie frameworks. They give a direction to and description of the behaviours and attitudes an effective manager should demonstrating.
However, how the competencies are introduced, measured, appraised and embedded will, in my opinion, necessarily be impacted by ach organisation's operational requirements.
So, in short I see it as a two tier process - firstly understanding and developing effective working methods and behaviours and secondly ensuring that these are applied in a manner that is appropriate for the organisation. The generic skill base remains stable, but the implementation may change.
Kind regards
Siobhan
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