Stress
Organisations face enormous risks associated with the failure to identify stress and/or failure to do anything to reduce it. The continued build-up of casework or emails while someone is absent (especially if the absence is stress-related!) is easily avoided. The routine examination of every absence that is stress-related then taking mitigating action associated with it is likely to reduce time lost through absence and will show that the organisation is concerned for staff well-being.[see 'Absence Management']
Stress is a function of control ~ if someone feels that they are in control, they are less likely to suffer from stress, or, put the other way around, the less control a person has, the less able they are to deal with demand for their work.
"Too much to do, and not enough time to do it" is a combination of excess demand and lack of control, creating the 'helpless victim' mentality which can be eased through training in management techniques.
The routine conduct of a stress-reduction programme through an audit followed by an action plan is becoming standard practice in large organisations. We can tailor an approach to suit the needs of your organisation.
Alastair was one the three original authors of Croner's Management Guide "Workplace Stress" (2001).