“Never in my whole life have I been so stressed. I don’t really know what the word is. That I’m made to feel like that by these people. How it feels like you’re doing something wrong, why can’t I get a grip on it? In the midst of all of this you have got to do this incredibly important job that is stressful in itself.”

“After he had finished shouting at me I was shaking, felt really terrible, weak, got a doctor’s appointment and was signed off with work related stress for three weeks.”

“This individual is now claiming unfair dismissal on the grounds they were suffering work related stress as a result of the ongoing issues.”

“I became short fused. I had been a mega patient person at work and began taking my frustration out on my loved ones.”

The CIPD Annual absence management survey (2011) reports that 31% of respondents cited relationships at work in their top three causes of work related stress. Other factors cited include: workloads / volume of work (48%); management style (40%) and non-work factors – relationships / family (37%).  While the overarching aim of a healthy workplace is central to organisational objectives, it should also be remembered that all employers have a legal duty of care to minimise the risk of stress related illness or injury to employees.

‘How to respect colleagues?’ was an interesting keyword search on www.optforlearning.co.uk this month and perhaps a question senior managers, line managers, supervisors and employees can pose in the context of their own organisation to minimise the risk of stress related illness.

Managers feel pressurised to produce results, meet targets and deliver quality services.  Motivating staff, responsible management and developing a healthy workplace can easily fall off the action plan. However, investing time to create a working environment where concerns can be raised as early as possible is vital to a healthy working environment, crucial in today’s economic climate and totally achievable in any organisation.

How to minimise allegations of bullying in your workplace

• create a common understanding of the behaviour that is acceptable in your workplace
• create an environment were issues can be raised as early as possible
• train workers on how to raise issues, receive and give constructive feedback and work together to solve problems
• managers are able to spot unnecessary conflict in their teams and have the skills to deal with interpersonal issues early and effectively

• Create a common understanding of the behaviour that is acceptable in your workplace

• Raise managers’ skills and confidence to manage interpersonal conflict quickly and effectively

• Promote respect for personal and professional boundaries

• Practice open communication

Recognising and resolving inappropriate workplace behaviour launched 8 June 2010 click here to read more in HR Magazine.