| The sign read: Hiring Happy People. Jane was | | | | Jane is typical of almost 50% of workers today. |
| certainly happy --and excited about working with | | | | Talented but disillusioned employees cost |
| this company. She anticipated applying her skills | | | | corporations $300 billion in healthcare costs, |
| and knowledge, becoming part of a team and | | | | absenteeism, employee turnover, worker's |
| being involved with innovative strategies to | | | | compensation, and litigation. Stress contributes to |
| improve the company's product. | | | | chronic diseases such as heart disease and |
| Causes of Stress | | | | diabetes that according to the Miliken Institute |
| It didn't happen overnight, but eventually Jane | | | | costs the U.S. economy more than $1 trillion |
| dreaded going to work. there were deadlines | | | | annually. Forty-five percent of a corporation's |
| without enough people to meet them and new | | | | after tax dollars go to healthcare costs. |
| technology to apply without enough training. Jane's | | | | Cures for Stress |
| manager constantly looked over her shoulder and | | | | Wellness and lifestyle programs have been |
| there was not a chance of new idea sprouting | | | | instituted in 43% of businesses and help individual |
| with all the fires that had to be put out. | | | | employees focus on reducing symptoms of |
| Jane was flat out stressed out and was starting | | | | stress through employee assistance programs, |
| to get sick. When she wasn't away at a doctor's | | | | health screenings, and health, nutrition, and |
| appointment, she was plotting the right time to | | | | exercise coaching. Results from these |
| leave her job. Jane was suffering from several of | | | | interventions can be measured through medical |
| the root causes of stress (as defined by the | | | | assessments and healthcare claims. |
| National Institute of Occupational Health and | | | | But an important, new generation of stress |
| Safety), a lack of: | | | | reduction programs work with organizational |
| 1. Knowledge or control of professional or | | | | leadership to identify, measure, and address the |
| organizational goals | | | | root causes of stress in the workplace. Using a |
| 2. A link between work behaviors and | | | | specially designed process, training and coaching |
| organizational or professional goals | | | | help improve several systems including strategic |
| 3. Support - technical, training, time, financial, or | | | | planning, communication, support, reinforcement, |
| management | | | | and feedback. Results are measured through |
| 4. Positive reinforcement | | | | healthcare, absenteeism, employee turnover, |
| 5. involvement with process development and / | | | | workplace accidents, and litigation costs. |
| or revision | | | | Incorporating both types of programs is ideal. |
| 6 Productive, positive relationships between | | | | Working with employees and leadership achieves |
| management, associates, and peers. | | | | maximum benefit for the company's physical and |
| Costs of Stress | | | | fiscal health. |