Welcome to the HSE Stress Management Competency Indicator Tool
This tool is designed to allow youMACROS NOT ENABLED! identified as effective for to assess whether the behaviours 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.

To operate correctly, this Health and Safety Executive in association with the Chartered This tool was brought to you by the spreadsheet requires macros security be set to mediumof Personnel and Development and arrange this, either refer to the Microsoft Institute or low. For details of how to Investors in People. Excel manual or consult your organisation's IT technical support representative.
Click Begin to view the introduction to the questionnaire.

If macro security is set to medium, you must ensure that, on opening the spreadsheet, you select 'Enable Macros' when prompted to do so.
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applications, you will not be able to use this tool. Consult your IT department Clear Previous Assessment for further information.

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Management of Work-Related Stress Assessment of Competency December 19, 2008
Overall Assessment Competency Respectful and Responsible: Managing Emotions and Having Integrity Managing and Communicating Existing and Future Work Score 0% Effectiveness #VALUE!



Managing the Individual within the Team



Reasoning/Managing Difficult Situations



0% 0%


20% 20%


40% 40%


60% 60%


80% 80%

100% 100% 90%

Respectful and Responsible: Managing Emotions and Having Integrity Respectful and Responsible: Managing Emotions and Having Integrity

Managing and Communicating Existing and Future Work

Managing and Communicating Existing and Future Work Managing the Individual within the Team

Managing the Individual within the Team Reasoning/Managing Difficult Situations

Score Score

Where To Prioritise Sub-Competency Integrity Being respectful and honest to employees Score Effectiveness



Managing Emotions Behaving consistently and calmly around the team 0% #VALUE!

Considerate Approach Being thoughtful in managing others and delegating 0% #VALUE!













Managing Emotions

Considerate Approach


Manager Behaviour
Do Don't

Competency Sub-Competency Respectful and responsible: managing emotions and having integrity

Examples of Manager Behaviour is a good role model treats team members with respect


is honest says one thing, then does something different speaks about team members behind their backs acts calmly in pressured situations takes a consistent approach to managing is unpredictable in mood passes on stress to employees panics about deadlines takes suggestions for improvement as personal criticism makes short-term demands rather than allowing planning creates unrealistic deadlines

Managing emotions

Considerate approach

gives more negative than positive feedback relies on others to deal with problems imposes 'my way is the only way' shows a lack of consideration for work-life balance clearly communicates employee job objectives develops action plans monitors team workload on an ongoing basis

Managing and communicating existing and future work

Proactive work management

encourages team to review how they organise work stops additional work being taken on when necessary works proactively sees projects/tasks through to delivery reviews processes to see if work can be improved prioritises future workloads deals rationally with problems follows up problems on team’s behalf deals with problems as soon as they arise is indecisive gives employees the right level of responsibility correctly judges when to consult and when to make a decision keeps employees informed of what is happening in the organisation acts as a mentor delegates work equally helps team members develop in their role encourages team participation provides regular team meetings gives too little direction to employees acts as mediator in conflict situations

Problem solving

Participative / empowering

Reasoning/managing difficult situations

deals with squabbles before they become arguments Managing conflict deals objectively with conflicts deals with conflicts head on acts to keep the peace rather than resolve issues Use of organisational resources seeks advice from other managers when necessary uses HR as a resource to help deal with problems seeks help from occupational health when necessary follows up conflicts after resolution Taking responsibility for resolving issues supports employees through incidents of abuse makes it clear they will take ultimate responsibility if things go wrong doesn’t address bullying speaks personally rather than uses email

Managing the individual within the team

Personally accessible

provides regular opportunities to speak one to one returns calls/emails promptly is available to talk to when needed brings in treats


socialises with the team is willing to have a laugh at work encourages employee input in discussions listens when employees ask for help makes an effort to find out what motivates employees at work

Empathetic engagement

tries to see team member’s point of view takes an interest in team’s life outside work regularly asks ‘how are you?’ treats all team members with equal importance assumes rather than checks that employees are okay