Rlchard Pettlnger

MANAGING OTHER SYMPTOMS

Effective management of the symptoms of stress requires knowledge and understanding of staff, recognition of where the pressures come from, and what individuals do about it. This requires attention to:

» levels of absenteeism and labor turnover;

» location, extent, nature, and prevalence of accidents and injuries, and their causes;

» location, extent, nature, and prevalence of grievances and disputes, and their causes; and

» extent and prevalence of alcohol and drug problems.

TEN STEPS TO MAKING STRESS MANAGEMENT WORK 119
In the English-speaking world organizations are increasingly prescribing alcohol-free mealtimes including business and working lunches and dinners (the ability to do this across the southern part of the European Union is very limited). This removes the pressure and opportunity to consume alcohol as part of working life.

When they become apparent, alcohol and drug abuse problems require active management. This normally takes the form of immediate suspension from work, medical examination, and a fully compre- hensive and integrated rehabilitation program. Morally, organizations should see employees through the program and back into work before taking decisions on their future. Knowing and understanding that this support is available removes or limits the precise stress of the particular situation. It also means that affected individuals can at least continue to pay their bills while their condition is being sorted out. Above all, it is good for general morale to know that support is forthcoming if employees do get into these kinds of dif ficulties.

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