New research published in the Journal of the American Heart Association has found that ‘work-related stress caused by job strain and an imbalance between efforts applied versus rewards received’ is impacting employees’ heart health.
Nearly 6000 medical database records of adults in office roles over a period of 18 years were studied by Xavier Trudel, occupational and cardiovascular epidemiologist and associate professor at Laval University Canada. The news was reported in People Management and results are fascinating and important – but sadly not surprising.
The study found that high job strain felt by employees meant that their risk of developing an irregular heartbeat (‘AFib’ or atrial fibrillation), was 83 percent higher than people not impacted by stressors. Perception is an essential part of this too. The study also found that those who felt that there was an imbalance between their effort and the reward they received were also impacted. These employees had a 44 percent increase of risk compared to those not highlighting a difference.
It’s long been known that prolonged exposure to stress can significantly affect heart health and can lead to high blood pressure, chronic inflammation, and an increased risk of blood clots. These factors contribute to heart attacks and strokes. Chronic stress can also lead to mental health issues such as depression and anxiety, which are also closely linked to higher cardiovascular risk.
This issue is immense, of course, for individuals and employers. The Health and Safety Executive has defined six workplace considerations that impact employee health and safety overall: the demands they’re under, exercising control, support available, relationships at work, their role, and changes taking place around them – perhaps business transformation or redundancies.
Although it’s essential for employers to check in on each of these six areas as a preventative employee wellbeing measure, my view is that control, or the perceived lack of control, sits as a significant contributor to the impact of stress and anxiety. If an individual feels they have no control over the job they’re doing or the choices they can make, anxiety increases and problems are exacerbated, as the Study’s findings show.
Of course, not all employees or all roles can enable full control, but central to getting this right is workplace culture, where employees feel as though they are included, communicated with and that they belong. This includes letting them know when they are performing well, or providing guidance if their performance is below where expected.
Consistency is so important when it comes to a thriving, healthy workforce. But why? How does a perceived lack of control impact our levels of stress and therefore our cardiovascular health?
Imagine sitting in a car on the way to an important event, let’s say a holiday, or a concert. You left in plenty of time and you’ve planned every stage of your route; you’re in control. But then you hear on the radio that there is a hold up which is causing long delays on your route. The control you had, is slipping away.
We’ve all been in that situation. So how do we feel physically? Heart rates can elevate, we can feel it beating in our chests; our skin may start to flush, our stomachs can twist and our thinking becomes hyper focused. This is a ‘fight or flight’ reaction. Our bodies are preparing to run from a situation or to fight. It’s a term we all know, but how often do we actually notice it’s happening?
Physically our bodies are depriving the non-essential (in terms of running or fighting) organs of blood and oxygen and diverting it to the more essential ones such as our brain and muscles; all with the help of our hearts, which are now beating much faster to fulfil their duties. This will continue to be the case until the perceived danger has gone. In our more modern example, until we regain control of the expected delay, our body will continue work as it is designed.
The problem is, that if we feel we don’t have control, or that we don’t know how to regain some element of control, these physiological effects won’t be recognised even though they may still persist. This has the potential to put long term stress on your heart and cardiovascular system, which may lead to poor heart health and other physiological issues including fatigue.
So, within the work environment, poor communication, a lack of clarity, roles and performance are hugely impactful, both physically and emotionally, to people in our care. We have a duty to communicate the good and the bad. ‘Simply’ being informed as an employee will more often than not have a positive impact on their emotional and physical health, because if individuals know what the issue is, they can find elements of control – whatever those may be.
Strategies for HR
Of course, employers play a vital role in managing workplace stress.
Effective communication is essential, highlighting the reasons behind stress and anxiety, perhaps work-life balance or workload, or relationships with managers and colleagues. It’s important, naturally, to educate employees about the root causes of stress that they themselves have some control over – lifestyle choices, diet, alcohol, sleep, smoking, or exercise for instance. These, naturally, are complex to discuss because when someone experiences stress, unhealthy habits can play a comforting role – unhealthy eating, drinking, smoking, lack of exercise among them. As humans, if we don’t have control of one area in our lives, we look for control in other areas and these are a route to do that.
Promoting a healthy work life balance is also essential, and not always supported fully by organisations. Sitting at a desk all day is incredibly bad for our health, yet diaries are full of video meetings, deadlines need to be met. Taking a break can be difficult. Paid time off is increasingly suggested – perhaps this can work when managers notice an employee isn’t being as productive or communicative as usual. But of course, when employees do take time away from work, the workload just before that time often peaks, and when they return, there’s a barrage of emails and actions to take care of. It’s easy to see why people may check in to work emails or not switch off when they’re away.
Signposting employees to potential support or solutions
Maintaining open and regular lines of communication with employees is essential, as is ensuring managers are aware of available support mechanisms. These mechanisms can include mental health support and implementing Mental Health First Aiders or Champions to address stress-related issues.
Training and resources need to be provided to managers so they are better able to handle stress and anxiety in their teams. Proactive measures include holding sessions to promote the benefits of reduced stress and anxiety and ensuring the organisation lives up to its commitments. Encouraging managers to use or develop high emotional intelligence and empathy will also better support their teams.
What can employees do? While employers commit to their part, employees can manage their lifestyle choices. It’s also ideal if they can have a conversation with their manager, but this is difficult and complex, especially if the organisation is in a position of change, creating vulnerability in a disorientating environment. Talking to a counsellor confidentially through an Employee Assistance Programme could be helpful as a precursor, talking through the issues at hand and how they might be addressed.
It is not unusual for employers to feel blindfolded when it comes to all the issues experienced by employees. However, research, surveys, and exit interviews can help identify workplace stressors, as can analysis of aggregated Employee Assistance Programmes (EAP) data.
Removing the blindfold and addressing issues in a practical, effective way is the first step to taking control back and reducing the impact on employee physical and emotional health.
Karl Bennett
Karl is the Wellbeing Director for Employee Benefits provider Vivup. Karl is well-known and highly respected as an expert within the Employee Assistance sector. Advising on mental health and wellbeing strategies within the public, private and charity sectors, including the BBC and Great Ormond Street Hospital. His experience as a leader at Care First for nearly two decades has seen him innovate delivery methods and technology within the sector; many of which are now seen as standard practices within the industry.
