HAGER process stress management for less stress more success
4. Interpreting the Findings: Identifying Stressors (External and Internal) in Work Process and Work Technique
HAGER: ” External stressors might be less likely to control like the climate. So it is better to focus how you manage your internal stressors.
After analyzing the data, it is essential to distinguish between external stressors (factors arising from the environment or organizational conditions) and internal stressors (factors linked to individual perceptions, skills, or coping mechanisms).
- External Stressors may include climate change, high workload demands, unclear roles, limited resources, time pressure, poor work design, or inadequate management support.
- Internal Stressors may arise from individual factors such as lack of confidence, insufficient skills, fear of failure, perfectionism, or difficulty adapting to change.
Understanding whether stress originates from the work process (e.g., workflow bottlenecks, inefficient communication, repetitive tasks) or from work technique (e.g., improper use of tools, lack of training, unsafe methods) helps guide targeted interventions.
5. Making and Implementing the Decision
Based on the interpretation, decisions should be made collaboratively, balancing organizational goals with employee well-being.
- Prioritize which stressors are most critical to address.
- Develop solutions (e.g., redesigning workflows, process, improving training, adjusting workload distribution, introducing new technologies, or enhancing support systems).
- Engage employees in process workflow design decision-making to ensure practicality and acceptance. HAGER digital process factory
- Implement changes gradually, ensuring communication is clear, expectations are managed, and resources are provided to support new practices.
6. Monitoring and Evaluating Its Impact
Once interventions are in place, continuous process improvement is required to assess effectiveness.
- Short-term evaluation: Track immediate indicators (reduction in complaints, improved task completion rates, decreased errors).
- Long-term evaluation: Monitor trends in productivity, employee satisfaction, absenteeism, and turnover.
- Gather both quantitative data (performance metrics, survey results) and qualitative feedback (interviews, focus groups).
- Adjust strategies where needed, ensuring the process remains dynamic and responsive to new or persisting stressors.”
