Management of style

18 January 2010
How stressed do you feel this morning? Were you delayed on the train? Did you get cut up at a roundabout? Did the bin bag break as you took it outside? The Health and Safety Executive (with the help of the Chartered Institute of Personnel and Development) are preparing some advice for businesses to help reduce the stress levels of their staff. It follows research, conducted by psychology consultancy Affinity Health at Work (AHW), which concluded from a study of 150 managers and 500 workers that if bosses receive feedback they are more likely to change their style. “Without holding a mirror up to a person, they can have blind spots about how they come across and, if they think they are already good enough, why should they change?” said Emma Donaldson-Feilder at AHW. The resources being developed include a line manager competency tool that allows staff to rate their manager’s behaviour. But that’s not really the problem is it? Most workers are already well aware of their managers’ positive and negative attributes. The difficulty is how to make them aware, without damaging your relationship (and threatening your own job). Buyers are often in the position of having to be open and honest with suppliers regarding their performance (positive or negative). Can these techniques be applied to internal relationships?
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