Rank: Forum user 
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I'm feeling in a bit of a trap!
I need to get buy in from the CEO for a stress policy and a stress risk assessment.
I can use the HSE information about how important this stuff is, but I need to convince senior management that we have a problem in our company (about 150 staff). I have a few (3) anecdotal reports of stress, but this won't wash with my senior management.
So I thought about the HSE stress survey tool, which sounds fine.
But, how do I get buy in to do the survery to find out the level of stress, if there's a feeling that we don't have a problem with stress in the first place?
I could try the 'It'll show that we don't have a problem' ploy I suppose, but that's as far as I've got.
Anyone got any other ways to get senior management buy in to allow me to collect the data?
(Isn't this a the same as Catch 22?)
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Rank: Guest
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Graham, I had exactly the same problem over 3 years ago.
I introduced the HSE Analysis tool, once completed the system produces a very clear chart showing the areas in your business that need "fixing" Your SMT will find it difficult arguing against a HSE system.
My SMT initially said there was no stress in our workplace, this year we are running "wellbeing campaigns", they soon realised that it was more beneficial to have a happy fit workforce then it was to have staff off on long sickness suffering from stress, so stick at it, there is light at the end of the tunnel.
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Rank: Super forum user
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Hi Graham,
Areas to consider looking at might be:
Absence data via HR - specifically 'stress' related - Cost to company (e.g. sick pay, agency costs etc)
Case law outcomes relating to claims & cost (not just awards but legal fees)
basically need to sell it that it's a management responsibility! I recently had to complete a policy... very pc now called well being policy!
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Rank: Super forum user 
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I feel that senior management fear a stress survey because they think that once you start the survey more people will complain of being stressed. I have not completed a stress survey but started by looking at the issues surronding the work force, sick days etc and as with Sean we started looking at the positives, wellbeing days, depending on what facilities you have on site depends on what can be offered. We have discounts for staff for local gyms, passes for family day outs or at least discounts. Training is also a good way to deal with the subject, run a course for the CEO and management team highlighting any areas you already have a concern about. The key for me was not to make it a problem so to speak but to try and get mangemnt buy in to create a positive environment.
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Rank: Super forum user
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as MBI has already pointed out use 'money' as the prime driver with any personal liability there may be as the second driver
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Rank: Super forum user
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As you already mentioned start at the top (CEO) and use financial drivers to get him/her on board then with approval pursue a policy to cover all management/employer responsibilities and then look at incentives for employees to buy into it, their take up may be small in numbers but don't interpret that as a failure as after all will be a personal choice!
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Rank: Super forum user
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The problem with using drivers such HR data isn't always the best option, due to stress sometimes taking years to build up to were it is life destroying.
Getting people on board so it doesn't get to that stage is preferable and is what we are all about pro active instead of reactive.
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Rank: Forum user
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Thanks for all the advice.
Emphasise the positive is something I can certainly use.
Data on time lost due to stress will be something I can look at as well, but I doubt it'll yield much, although I know there's an HR management tool that looks at these figures and tells you if they're stress related.
Looking at all the HSE recommendations we seem to have most of it in place. Staff meetings, one-2-ones, personal development programmes, open door HR dept., Occupational Health department, employee assistance programme, discount arrangements with stores and gyms, all that good stuff.
I think the argument that we're doing most of what's required will help get the buy in.
Some middle management training would be required I'd imagine, but that's a pre-conception at the moment.
Thanks for all the good input.
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Rank: Guest
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Graham,
PM your email address, I have some really good power point presentations about work related stress and the costs that are incurred, these might be worthwhile and give you some good pointers.
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Rank: Forum user
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I assume from your original posting that you have identified data that suggests that your organisation needs a Stress Policy and Assessment Process, so why are you not using this data to put together a 'business case' to your CEO?
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Rank: Super forum user 
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quote=Graham]....we have a problem in our company (about 150 staff). I have a few (3) anecdotal reports of stress, but this won't wash with my senior management.
Make sure that you don't shoot yourself in the foot by overstating your case. You have "anecdotal evidence (3 of 150)". If correct, that is a serious problem and if it is work related it is a potentially serious problem for your company. But if your evidence is weak, or even non-existent, or if the stress is not work-related and you overemphasise your case you will make it impossible for any real intervention at a time in the future when workplace stress is real. Ian
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