Stress management competency indicator tool

Transcription

1 Stress management competency indicator tool How effective are you at preventing and reducing stress in your staff? Use the following questionnaire to ask for feedback on your behaviour The stress management competency indicator tool questionnaire set out in this document is designed to allow you to assess whether the behaviours identified as effective for preventing and reducing stress at work are part of your management repertoire or not. The aim is to help you to reflect upon your own behaviour and management style by comparing your perception of your own behaviour, to another person s ( other ) perception of your behaviour. You will see some hints and tips at the end of this section about how to choose that other person. How to use this document: 1. You should already have completed the self-report questionnaire that allowed you to rate your own behaviour and have calculated your s on the behavioural areas covered. 2. Please give the feedback questionnaire and briefing notes provided at the end of this document to your chosen recipient (see hints and tips below) and ask them to complete it. 3. Once you have received back the completed summary table from your respondent, you can use the instructions on the next page and summary feedback table on the page after to compare the s from both questionnaires. This will help you to assess your effectiveness in preventing and reducing stress in your team: it allows you to identify whether any of the areas are Development Needs for you, or whether you are Reasonable and Effective in each area. Hints and Tips about getting feedback from another person In order to get the most benefit from the stress management competency indicator tool, we ask that you get feedback from another person with whom you work. This person does not have to be a direct report of yours, but will need to be someone who has a good knowledge of the way that you manage your team. It could therefore be a direct report, your manager, or a colleague with whom you and your team members work closely. It is important that this person has knowledge of, and has observed, your everyday management style. It is important that this person is as honest and open as they can be when completing the questionnaire. Please be sensitive to how the other person might feel about giving you honest feedback and consider this in both choice of, and approach to, your respondent. You will not receive their full responses to the questionnaire, but will receive a summary of their responses. However, the person will be asked to retain their full responses in order that, should they feel comfortable sharing, you can explore in more detail where your perceived strengths and development areas may lie. Page 1 of 13

2 COMPARING YOUR SELF-RATINGS WITH YOUR FEEDBACK Please make sure you have feedback from your chosen person before completing this section. You should have self and other percentage s for 12 behavioural areas, which make up the four behavioural competencies (or 9 areas, and three competencies if you are not measuring your ability to manage difficult situations) that have been identified as important for preventing and reducing stress at work. Using the following instructions, you can complete the your summary feedback table below. 1. Transfer the feedback s and your self-rating s into the first two blank columns in the table. 2. Calculate the difference between the other and your self- and enter it in the third column. 3. In order to interpret what these s mean, use the following guidelines to complete the two effectiveness columns, adding Development Need, Reasonable or Effective : 75% or below Development Need: This is an area in which you would benefit from some development. Please refer to back to the questionnaire to explore which of the behaviours you could consider using more often in the future in order to be more effective at preventing and reducing stress in your team. 76% to 89% Reasonable: You show a good awareness of the behaviours needed for effectively preventing and reducing stress in others. It may be helpful to refer back to the questionnaire to see if there are any behaviours you could add to your repertoire in this area to increase your effectiveness in managing stress in others. 90% and above Effective: You demonstrate the behaviours that have been shown to be effective in preventing and reducing stress in your team. Page 2 of 13

3 YOUR SUMMARY FEEDBACK TABLE Competency Subcompetency Integrity Your percent -age Other percent -age Difference between self and other Your perceived effectiveness Other perceived effectiveness Respectful and responsible: Managing emotions and having integrity Managing Emotions Considerate Approach Managing and communicating existing and future work Proactive Work Management Problem Solving Participative/ empowering Managing the individual within the team Personally Accessible Sociable Empathetic Engagement Reasoning/ Managing difficult situations Managing Conflict Use of Organisation al Resources Taking responsibility for resolving issues Page 3 of 13

4 WHAT DO I DO NEXT? In order to improve your effectiveness at preventing and reducing stress at work, we suggest the following steps: 1. Look for the behavioural area in which you received the lowest and focus on this as top priority. If you have identified several Development Needs or areas that you would like to move into the Effective zone, take them one at a time you don t have to change everything at once! 2. Look back at the self-report questionnaire to explore what behaviours are relevant to this area. On the following page is also a summary of the four behavioural areas, and outlines of the key behaviours in each. Identify the ones that you indicated you do least and consider what you need to do in order to show these behaviours more often. It may simply be a matter of being more aware of how you are behaving at the moment and making small shifts to add the relevant additional (or alternative) behaviours to your repertoire. 3. You may find it helpful to check out with your team whether they would find it helpful for you to show more of these particular behaviours and how that would be different from what you do at the moment. You could ask them to give you feedback on how you are doing. 4. If you feel that it will be difficult for you to make these behavioural changes on your own, consider seeking support. For example, informal coaching or support from your own manager and/or from the HR department might be helpful; you might find it helpful to get some formal coaching or mentoring; and/or you might want to attend a training course to develop the relevant skills. 5. Finally, you may find the following useful for gaining more information about managing stress and mental health at work: Health and Safety Executive: Health and Safety Executive website: for information about the Management Standards and resources on stress management: SHIFT Line Manager's Resource: for practical guidance on managing and supporting people with mental health problems in the workplace: Mental Health Foundation and Mind websites: for information about mental health issues: and Information and resources may also be available through your employer, for example from: Occupational Health, Employee Assistance Programme/Welfare Service and Human Resources. Page 4 of 13

5 FEEDBACK QUESTIONNAIRE AND BRIEFING NOTES Thank you for agreeing to take part in this exercise. The stress management competency indicator tool questionnaire set out in this document is designed to allow managers to assess whether the behaviours identified as effective for preventing and reducing stress at work are part of their management repertoire or not. The aim is to help managers to reflect upon their behaviour and management approach. You have been chosen to provide feedback on the following manager: Please complete the following questionnaire. The questionnaire looks in turn at four behavioural areas identified as being important for managers to prevent and reduce stress in their staff. You will be asked to consider a range of specific manager behaviours and, thinking about the manager who asked you to complete the questionnaire, to put a tick in the column that most closely represents your level of agreement with each statement. If you have not observed any particular manager behaviours that a question refers to, for the sake of this particular scoring system, please highlight the middle option or Slightly rather than leaving any questions blank. Once you have completed the questionnaire, please use the instructions at the end of each table to calculate your for the manager. Please then return the completed summary table on the final page to the manager. You do not have to return the whole questionnaire, however it may be useful to retain a copy for any follow up conversations you may have with that manager. If you would like to know more about the research behind this questionnaire, please refer to the following website for guidance leaflets: Page 5 of 13

6 AREA 1: RESPECTFUL AND RESPONSIBLE: MANAGING EMOTIONS AND HAVING INTEGRITY Behaviour/Competency Integrity This manager is a good role model This manager treats all team members with respect This manager is honest This manager does what they say they will do This manager never speaks about team members behind their backs number indicated to calculate your column Add the column s together and note the total (maximum is 25) Now divide your total by 25 and (./25) 00 Slightly Managing Emotions This manager acts calmly in pressured situations This manager takes a consistent approach to managing This manager s moods are predictable This manager doesn t pass on stress to the team This manager approaches deadlines calmly This manager welcomes suggestions for improvements from the team number indicated to calculate your column Add the column s together and note the total (maximum is 30) Now divide your total by 30 and (./30) 00 Page 6 of 13

7 Considerate Approach This manager allows their team to plan their workloads This manager creates realistic deadlines This manager gives more positive than negative feedback This manager deals with problems themselves rather than relying on others This manager allows the team to approach their work in their own way This manager shows a consideration for team members worklife balance number indicated to calculate your column the total (maximum is 30) Now divide your total by 30 and (./30) 00 Page 7 of 13

8 AREA 2: MANAGING AND COMMUNICATING EXISTING AND FUTURE WORK Behaviour/Competency Proactive Work Management This manager clearly communicates job objectives to the team This manager develops action plans This manager monitors the team s workload on an ongoing basis This manager encourages the team to review how they organise their work When necessary, this manager will stop additional work being taken on by the team This manager works proactively This manager sees projects/tasks through to delivery This manager reviews processes to see if work can be improved This manager prioritises future workloads the total (maximum is 45) Now divide your total by 45 and (./45) 00 Slightly Problem Solving This manager deals rationally with problems This manager follows up problems on behalf of the team This manager deals with problems as soon as they arise This manager is decisive when decision making the total (maximum is 20) Now divide your total by 20 and (./20) 00 Page 8 of 13

9 Participative/Empowering This manager gives employees the right level of job responsibility This manager correctly judges when to consult the team and when to make a decision This manager keeps the team informed of what is happening in the organisation This manager acts as a mentor to the team This manager delegates work equally This manager helps team members to develop in their role This manager encourages participation from the whole team This manager provides regular team meetings This manager gives the right level of direction to team members number indicated to calculate your column the total (maximum is 45) Now divide your total by 45 and (./45) 00 Page 9 of 13

10 AREA 3: MANAGING THE INDIVIDUAL WITHIN THE TEAM Behaviour/Competency Personally Accessible This manager prefers to speak to the team personally rather than use This manager provides regular opportunities for the team to speak to them one to one This manager returns team s calls/ s promptly This manager is available to talk to when needed the total (maximum is 20) Now divide your total by 20 and (./20) 00 Slightly Sociable This manager brings in treats for the team This manager socialises with the team This manager is willing to have a laugh at work the total (maximum is 15) Now divide your total by 15 and (./15) 00 Page 10 of 13

11 Empathetic Engagement This manager encourages individuals input in discussions This manager listens when a team member asks for help This manager makes an effort to find out what motivates team members at work This manager tries to see things from team members point of view This manager takes an interest in the team s life outside work This manager regularly asks team members How are you? This manager treats all team members with equal importance This manager checks everyone is OK rather than just assuming the total (maximum is 40) Now divide your total by 40 and (./40) 00 Page 11 of 13

12 AREA 4: REASONING/MANAGING DIFFICULT SITUATIONS The final set of behaviours/competencies refers to how this manager manages difficult situations in their team such as bullying or employee conflicts. If you haven t observed this manager experiencing situations such as these, please do not complete this area. Behaviour/Competency Managing Conflict This manager acts as a mediator in conflict situations This manager deals with squabbles in the team before they become arguments This manager deals objectively with employee conflicts This manager deals with conflicts head on This manager tries to resolve issues rather than act to keep the peace the total (maximum is 25) Now divide your total by 25 and (./25) 00 Slightly Use of Organisational Resources This manager seeks advice from other managers when necessary This manager uses HR as a resource to help deal with problems This manager seeks help from occupational health when necessary the total (maximum is 15) Now divide your total by 15 and (./15) 00 Taking responsibility for resolving issues This manager follows up team conflicts after resolution This manager supports employees through incidents of abuse This manager makes it clear they will take ultimate responsibility if things go wrong This manager addresses bullying the total (maximum is 20) Now divide your total by 20 and (./20) 00 Page 12 of 13

13 Please complete the table below by taking the percentages that you have calculated from the bottom row of each of the 12 behavioural areas in the questionnaire. THE SUMMARY FEEDBACK TABLE Competency Sub-competency Other percentage Integrity Respectful and responsible: Managing emotions and having integrity Managing Emotions Considerate Approach Managing and communicating existing and future work Proactive Work Management Problem Solving Participative/ empowering Personally Accessible Managing the individual within the team Sociable Empathetic Engagement Managing Conflict Reasoning/ Managing difficult situations Use of Organisational Resources Taking responsibility for resolving issues Please return this page to the manager to whom you are providing feedback. UP3312 Page 13 of 13