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Welcome to the HSE Stress Management Competency Indicator Tool

This tool is designed to allow youMACROS NOT ENABLED!
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.
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 Management of Work-Related Stress
Assessment of Competency
December 19, 2008

Overall Assessment

Competency Score Effectiveness

Respectful and Responsible: Managing Emotions

0% #VALUE!
and Having Integrity

Managing and Communicating Existing and Future

0% #VALUE!
Work

Managing the Individual within the Team 0% #VALUE!

Reasoning/Managing Difficult Situations #VALUE! #VALUE!

0%
0% 20%
20% 40%
40% 60%
60% 80%
80% 100%
100%
10% 30% 50% 70% 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 Score Effectiveness

Integrity
Being respectful and honest to employees
0% #VALUE!

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

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

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Integrity

Managing Emotions

Considerate Approach

Score
 Manager Behaviour

Do
Competency Sub-Competency Examples of Manager Behaviour
Don't

is a good role model

Respectful and responsible: managing emotions and treats team members with respect
Integrity is honest
says one thing, then does something different
speaks about team members behind their backs
acts calmly in pressured situations
having integrity

takes a consistent approach to managing

is unpredictable in mood
Managing emotions
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
Considerate gives more negative than positive feedback
approach 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

encourages team to review how they organise work

Proactive work
stops additional work being taken on when necessary
management
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
Problem solving
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
Participative /
delegates work equally
empowering
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

deals with squabbles before they become arguments
Reasoning/managing difficult

Managing conflict deals objectively with conflicts

deals with conflicts head on
acts to keep the peace rather than resolve issues
situations

Use of seeks advice from other managers when necessary

organisational
resources
Taking responsibility
for resolving issues
uses HR as a resource to help deal with problems
seeks help from occupational health when necessary
follows up conflicts after resolution
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

Personally provides regular opportunities to speak one to one
Managing the individual within the team

accessible returns calls/emails promptly

is available to talk to when needed
brings in treats
Sociable 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 tries to see team member’s point of view
engagement 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