Stress Focus Group Complete Summary Report

2013

Healthy Incentives

King County

9/5/2013

Stress Focus Group Complete Summary Report

STRESS FOCUS GROUP COMPLETE SUMMARY REPORT

CONTENTS PURPOSE METHODOLOGY COMMON THEMES – DESCRIPTIONS COMMON THEMES WITH CATEGORIES AND QUOTATIONS SUMMARY APPENDICES Category List (with Descriptions and Frequencies) Survey Questions and Guide Note Taking-Guide

Program Usage Survey & Results Individual Group Responses (Examples)


PURPOSE The purpose in conducting focus groups on stress was to gain a deeper understanding of the prevalence and causes of employee stress in King County to inform a multi-year, comprehensive organizational stress management effort launching in 2014. The goals of the focus groups were to 1) discover if King County employees had a problem with stress, 2) identify how King County employees are currently managing their stress if present, and 3) identify ways in which Healthy Incentives and other King County departments could support employees to mitigate stress. Focus groups also provided precursory information for an organization wide survey on stress intended to measure a global level of stress and expand upon specific information and suggestions that emerged out of the focus groups. A total of 11 focus groups were conducted within a 2 month period. The groups were chosen to provide a representative snapshot of the county’s workforce. We chose worksites downtown, outside of downtown, in a traditional office setting and places like the juvenile courts and a wastewater treatment plant where employees perform different kinds of work. Participants in these groups were randomly selected from the PeopleSoft database. In addition to the randomly selected focus groups by worksites with over 100 employees, we also convened specific workgroups groups coping well with stress and specific workgroups negatively impacted by stress. These were identified by looking at the 2012 King County Employee Survey results and consulting with Alternative Dispute Resolution and Employee Assistance Program. Additional information related to stress gathered in separate focus groups facilitated by Metro Transit Management with ATU was added to the final analysis and report. The following chart identifies the groups and numbers of individuals in each group.

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8

10

12

14

16

18

20

Focus Group Participants


METHODOLOGY Focus group information was collected and analyzed using a grounded theory qualitative data analysis approach. This method allows the interviewer to probe for detail and clarity in order to gain information to design interventions and programs based on the data gathered1 (Starks & Trinidad, 2007). Data Gathering/Note-Taking The grounded theory approach demands a careful note taking process that takes into account each statement made within the group rather than a summary or general idea of what was said. The analyst is able to return to original statements to clarify the meaning of experiences and compare to other groups in detail. Themes and Categories This method of analysis also identifies the frequency with which certain ideas are raised by participants. As themes and categories consistently reappear across statements and groups, their increased number of frequency indicates a global importance. Themes and categories are grouped together or sorted under classifications. Analysis Each focus group is coded into themes and categories in order of occurrence so new classifications can be applied to the next set of focus groups. Once all groups have been coded and frequencies are calculated a final sort is conducted to identify themes and categories that frequently align. Group similarities and differences are recorded in order to identify what information can be applied at the global level and what data is group specific. An additional code book is created to provide descriptions for each of the themes and categories that emerge across all groups. Frequency for each classification is also found in the code book.

NOTE/QUOTE THEME CATEGORY

“Making space to think about what I want to do differently, be held

accountable, and support small wins…

…When I have a buddy

it has made a difference in some of

my own work...”

Boundaries / Accountability

Time off and Relaxation/ Support

Group


COMMON THEMES – DESCRIPTIONS As stated above, themes emerged from statements made by participants during discussion. Through analysis, 4 superordinate themes were created by using the topics of the guiding questions asked in each group: (1) how do you experience “good stress” or stress that leads to positive outcomes, (2) how do you experience “negative stress” or stress that leads to negative outcomes, (3) how do you cope with stress, and (4) what are some suggestions that would help you cope or mitigate stress?

Superordinate Theme Description Good Stress Stress that leads to positive outcomes

Negative Stress Stress that leads to negative outcomes

Coping Methods Coping strategies and methods used to deal with stress

Organizational Suggestions

Suggestions made that would help employees manage stress, remove stress, or mitigate stress

This table indicates themes that emerged, their frequency (#) of times mentioned in a total of 638 statements made across all focus groups, and a description of how this theme was interpreted.

Theme # Description

Org suggestion 104

Suggestions to decrease stressor that would require changes at the organizational level (e.g. new benefit package, exercise facilities) rather than at the individual or team level

Individual Method of Coping 64 Personal method of coping done outside of the office/work time

Org Negative Outcome 57 An outcome from a stressor that leads to a negative organizational outcome

Internal Positive Outcome 49 An outcome from a stressor that leads to a positive internal outcome

Training and Development 49

Training and Development options that would either reduce the presence of stressors in the workplace or the concern that a current lack of T&D is leading to additional stressors in the workplace

Accountability 39 Agreements between employees around expectations at work to decrease stressors

Communication 37 Refers to methods of sharing information and the success or breakdown of the process due to interpersonal, technological, system, or other problems/barriers

Group Support Coping 35 Method of coping with stressors requiring the support of others at work

Internal Negative Outcome 34 An outcome from a stressor that leads to a negative internal outcome

Culture 34

The norms, procedures, traditions, etc. that are done in the workplace that are either promoting a stressful environment or changing them would improve coping or decrease presence of stressors

Management Support 34

Defines support from managers (different from upper level support because refers to direct manager)

Overwhelming 26 Stress from a result of too many tasks, challenges, requests, etc.

Org Positive Outcome 23 An outcome from a stressor that leads to a positive organizational outcome

Nature of work 20

The nature of the work is stressful. Certain aspects of the work lead to stress (e.g., working with angry people)

Physical Space 18

Comments about stressors resulting from or could be reduced by factors concerning a physical space (e.g., lighting improvements)

Tipping Point 17

A stressor that typically leads to positive outcomes may lead to negative outcomes in a different context (e.g. too many challenging tasks)


Boundaries 17

Setting guidelines around work, responsibilities, and employees to decrease levels or interactions with stressors

External Source 13

Stress related to an external source of stress outside of the organization or individual that is related to clients, the public, media etc.

Political Influence 12 Refers to the interplay of politics in decisions and processes at work

Time 5 Stressors due to the use/overuse of time which causes a shortage of time elsewhere

Org Support 5

Identifies areas in which additional organizational support would help or is helpful in decreasing stressors

Team Suggestion 3 Defines suggestions made at the team level rather than individual or org level

CODING EXAMPLE: SUPERORDINATE THEME, EMERGING THEME, CATEGORY, AND QUOTATION

Table provides examples from larger coding database showing how themes, categories, and quotations fit together as a whole concept of coded data.

Superordinate Theme

Theme Category Quotations

Good Stress Internal Positive Outcome

Sense of Urgency Good stress creates a sense of urgency that comes out when you

are working hard towards something.

Good Stress Org Positive Outcome

Positive Outcomes Putting in the work results in positive outcomes for clients, so it’s worth it.

Negative Stress

Accountability Group Accountability

When employees are always late but they are good workers - they have

potential so you don’t want to punish them but its stressful because the work needs to be redistributed.

Negative Stress Overwhelmed Workload I wish I could clone myself into 3 people. Two for work and 1 for doing

the things I really want to do.

Coping Methods Individual Method of Coping

Coping I do yoga. Even a couple times a week - both going to class and using aspects of the class throughout the

week like deep breathing.

Coping Methods Individual Method of Coping

Time off and Relaxation

I avoid functions at lunch at times because the alone time is sacred

Organizational Suggestion

Training and Development

Lack of Resources More resources for supervisor training in which those that are

supervised can give input to what issues would be important for the

supervisor to be trained on.

Organizational Suggestion

Communication Consistency Consistent and standard communication from management

across departments


SUMMARY Global Stress The focus groups suggest that there are common stressors that affect employees across multiple areas and departments within King County. The frequencies of emerging themes suggest that beyond suggestions, outcomes, and coping methods, the themes of (1) training and development, (2) accountability, (3) communication, and (4) group support account for about 25% of the comments around stress. This indicates that these 4 areas may be critical starting points when considering interventions and discussions around stress at the global King County level. Group Differences Additional themes and categories emerged that indicated group differences in how they deal with stress. For example, some groups identified their main stressors as the “nature of their work” (e.g., external client/media stressors) where others identified relational causes (e.g., lack of upper level support, group accountability) and others lack of resources, control, and autonomy. Understanding and measuring the differences between groups on these, and other aspects, will provide information necessary to conduct interventions and discussions for a more prescriptive and direct approach. For example, knowing that the need for training and development exists at a global level, but how departments differ in their root stressors and coping techniques will allow for training to be designed to address these issues. Further Examination While there is some indication that there are common themes across groups as indicated in the Global Stress bullet above, the group differences suggest more information is needed to understand the commonalities and convergences between groups and departments within King County in order to understand and eventually address the root causes of stress. Full Report Available The intention of this endeavor was to begin exploring how employees experience stress in their work and identify a potential need for further examination via survey and additional interventions and pilots. The results indicate that further work should be done to understand how stress is affecting employees and a full report of our methods, data collection, and analysis is available for both inquiry and future use on this initiative.


APPENDICES Category List (with Descriptions and Frequencies)

Category # Description Time off and Relaxation 36

Space used to de-stress and/or take a break from work - may be personal or a group activity

Lack Upper Level Support 31

Lack of support from management on current projects as well as lack of commitment leading to constant changing of projects increases stressors and leads to distrust & frustration

Support Group 31 Group of employees that have similar individual goals/tasks that form a group to increase the likelihood of success

Workload 28 Amount of work to be done - often referring to an overflow of work that cuts into time outside of work and/or increases stress at work

Coping 27 Refers to the way in which employees deal with their stress

Group Accountability 25

Refers to a group collaboration/decision around what they will be responsible for as a group and will then hold each other accountable

Stress reducing facility 24

Location/Area that can be used to reduce and mitigate stress (e.g., gym, game table, reading area, garden, etc.)

Sense of Accomplishment 21

Completing task creates a sense of accomplishment and decreases stress involved while in progress of doing task. Certain amount of stress needed to get this done

Safety Concerns 21 Deals specifically with safety issues that lead to stress or result from stressed employees

Lack of Resources 18 Lack of resources to accomplish required tasks increases stress

Lack of Control 15 A lack of control over decisions and work leading to increase in stress

Appreciation 15 Refers to the lack of or presence of appreciation in the workplace from either peers or management

personal responsibility 14 level of accountability for yourself

Expectation 13 Employees want to know what is expected of them - how they show up, interact, communicate, are evaluated, etc.

Effect of Stress depends on Amount 12

Stressors that produce positive outcomes can lead to negative outcomes if the amount increases

Flex Time 12 Ability for employees to have flexible schedules (e.g., work from home, flexible schedules and hours, 4day work weeks)

Problem Solving 11 Stress may provide the necessary catalyst to come up with a new strategy or solution

Perception 11 Refers to how a situation is perceived that adds to or reduces levels of stress

Staffing 19 Stress is either mitigated or increased by staffing processes

Sense of Urgency 10 Stress provides a sense of urgency to get a pertinent task completed

Negative Behavior 10 Behavior that is counterproductive

Lack Information 10 Refers to missing information required to do work that leads to stress

Fun Environment 9 Employees want to work in an environment that they enjoy and are happy to work at.


Knowledge, Skills, Abilities (KSAs)/ Creativity 8

Stress involved in learning a new knowledge, skill, ability, or other new things (either stress is required as catalyst or KSAs to cope with stress)

Prioritizing Projects 8

Confusion over which projects and task to prioritize leads to backlog of tasks and increased stress OR being able to classify projects into a manageable and de-stressing order

Personalities of others 8

Working around difficult personalities, managing a other employees together with clashing personalities, as well as managing your own personality increases levels of stress

Promotion/selection 8 Refers to the people that are hired or let go.

KC Programs 8 KC Programs that already exist

Technology 7 Refers to either a technological or communication system that needs to be updated or current process of sharing information

Efficiency 7 Refers to a level of efficiency that is either gained or lost due to the presence and amount of stress

Feedback 7 Describes all levels of feedback - peer, supervisory, employee, individual, team, dept., formal and informal

Clarity 7 Refers to lack of or presence of clarity around a situation

Email 5 Receiving, responding, communication standards, time, and expectations concerning email

Performance Management 5

Refers to Performance Management systems in place to analyze, evaluate, and record employee performance

Trust 5 Trust between peers, management, and the organization

Demands 5 Refers to the strain workload or the nature of the work puts on employees

Health Concerns 5 Refers to health problems that have root causes in the stress

Keep and increase knowledge share / expand 5

Refers to a need to increase knowledge in order to reduce and mitigate stress

Meetings 4 Describes in-person, virtual, conference calls, and other forms of employee meetings from peer, supervisory, dept., etc.

job swaps 4 switch roles/jobs with someone else that holds the same title of work but would allow for new experience, cross-team learning, etc.

Autonomy 4 The amount of autonomy that employees have in their work either leading to increased or decreased stress levels

Positive Outcome 4 Refers to stressful situations that may lead to positive outcomes

Scheduling 4 Refers to stressors that are caused by scheduling

Substance 3 Refers to alcohol, cigarettes, and/or drug (medical or rec) that is utilized to cope with stress

Policy Procedure 3 Refers to policies and procedures that may increase stress

Exercise 3 Comments made specifically about exercise - not those made about other methods or benefits with coping

Overly Challenging Projects 2

Projects that are too challenging or the presence of too many projects increasing levels of stress due to amount of work, lack of support, lack of knowledge, etc.

benefits program 2 referring to the reward system of pay, bonus, medical benefits, and other financially related benefits programs


Learning Tool 2 Refers to Tool or strategy that can be used for learning purposes

Productivity 2 Refers to a productivity gain or loss in connection with stress levels

Wellness Assessment 2

Comments made specifically in connection with the wellness assessment and how it relates to stress

OCBs 1

Organizational Citizenship Behaviors - The moderate level of stress is leading to higher levels of morale, ethical behaviors, and/or other pro-workforce behaviors

Consistency 1 Refers to how consistency leads to reduced levels of stress

Opportunities 1 Viewing challenges as opportunities rather than problems leads to positive stress outcomes

Neutral/Indifference 1 Refers to an indifferent feeling towards stress

Personal Life 1 Refers to the presence of personal life factors that affect stress at work

Child Care 1 Stress associated with child care and how improved child care could reduce stressors

Finances 1 Stress related to finances and management of finances

Justice 1 Justice as a source of stress when perceived lacking when present can reduce stress


Survey Questions and Guide Welcome 1 minute

Thank you for attending today. I am [NAME] – I work for [DEPARTMENT]. I’ll be facilitating our discussion today. I’d like to introduce [COFACILITATOR] and [NOTETAKER], who will be helping to facilitate and take notes today.

Introductions and icebreaker 10 minutes Materials: Ball

To get started, we’d like to go around the circle and have each of you tell us your name and the thing you like most about working for King County. Pass around ball.

Set context and review goals 5 minutes

As you may know, we are here today to talk about your experiences with stress in the workplace. Our goals for this session are to:

1. Discuss potential root causes of stress, discuss the impact stress has on us both positively and negatively.

2. We want to hear directly from you what you are feeling, how you are coping with stress you may face, what specific actions, tools and resources you currently use. Additionally we want to explore what you need or wish for in order to have an effective and respectful work environment that supports good stress management.

3. Develop a guiding vision for King County employee interactions with colleagues and guidance on how we apply the strategic plan in our day-to-day business.

4. Make sure you are connected to the necessary resources available to address stress in your life and determine specific actions that can be taken to put additional tools/resources in place.

Establish working agreements 5 minutes Materials: Chart paper, markers

We realize the topics we are talking about today can be sensitive, emotional, and personal. We’d like to take a minute or 2 to establish some working agreements or ground rules for this conversation. We will write them on the chart paper and hang them up for the rest of our conversation. Start by putting up one that is important to you. Then ask group, what else would you like on the list? Examples are:

1. Don’t ‘yuck’ someone else’s ‘yum’ 2. Share ‘air time’ 3. One person on the mic 4. What happens in Vegas… 5. Respect 6. Turn off cell phones 7. Take care of yourself 8. Step up, step down

Statement of confidentiality 1 minute

Any information shared in this listening session or in other forms of communication related to this initiative will not include any personally identifying information. Information will be used in aggregate to develop recommendations and action plans for organizational, departmental and work unit changes. Direct quotes may be used in a final report to tell the story we hear from employees, but will not be linked to any person.

Define facilitator role and the listening session process

1 minute

We will dive in to our discussion in just a minute. Before we do that, I want to explain the process we will use. I will ask questions to you, the group. Sometimes questions will go around the circle, but most times they will be open to anyone to respond. You can feel free to just talk; you don’t need to raise your


hand. There are no right or wrong answers, we want your honest feedback. It’s important that all opinions be heard. You can speak from your own perspective or as a representative of your workgroup, department or employees in general. We know that some of the topics we cover today can get personal and sensitive, and we want to hear your stories. However, please keep in mind that we only have 90 minutes today and we want to hear from everyone, and focus on proposing solutions. As a facilitator, I will move the group forward as needed. Before we begin, I’d like to pass out the questions we will ask. Feel free to jot down your thoughts as someone else is talking so you don’t forget. You can also write down things you’d like to share but don’t feel comfortable sharing in front of the group. Pass out questions. Any questions before we begin?

Guided Discussion 55 minutes

We all experience stress in our lives – some good, some not so good. Let’s start by describing stress that is good and leads to positive things. When do you experience stress that is good? PROBE: Think about work and home.

Now let’s talk about stress that doesn’t feel so good. When do you experience stress that leads to negative things? PROBE: When do you experience stress that leads to negative things at work?

What tools, resources or strategies do you use to help you deal with stress that leads to negative things? PROBE: Are there tools, resources or strategies offered by King County that are helpful?

What tools, resources or strategies could King County offer that would be helpful to you in preventing or managing stress that leads to negative things? PROBE: Think about physical objects (bike to burn stress off at lunch), skills (training on how to deal with problem customers), job specific changes. PROBE: What could your peers do? What could your supervisors do? What could you do? PROBE: If you had a magic wand, what would you put into place to help employees prevent or manage stress?

List solutions on chart paper (SOLUTIONS)

Now that we have a list of ideas, I’d like you to choose the 3 solutions that you think are most important, or would be the most effective and place a dot next to those ideas.

Pass out strips of 3 dots and allow people to post their dots.

Looking at what received the most dots: 1. What reactions do you have? 2. What solutions can be put into place quickly? 3. What solutions will take more time?

What else would you like to share related to stress?

Looking at the strategic plan, we are presented with seven guiding principles. What specific actions, behaviors or interactions would be happening if a workplace truly reflected each one of these principles?

1. Collaborative 2. Service-oriented

Refer to strategic plan poster. Have each word on a sheet of paper on the wall. List actions, behaviors, etc. on paper on the wall next to each word.


3. Results-oriented 4. Accountable 5. Innovative 6. Professional 7. Fair and just

Wrap-up paper survey 2 minutes Materials: Paper survey, pens

We are handing out a short paper survey that asks about current services and benefits available to King County employees related to stress. It will take 2 or 3 minutes to complete.

What’s next, thank you and sign up for continued communication

5 minutes Materials: Stakeholder sign-up sheet, pens

Information that you shared today will be summarized into a short report that we will share with you – our goal is to have it to you in 2-3 weeks. We will then aggregate that report with information from other listening sessions across the county. This larger report, along with a draft employee value statement will be shared with you upon completion. We estimate it to be done by the end of August. If you would like to stay informed about efforts to address stress or have additional opportunities to provide input, please sign up to join our email list (refer to stakeholder sign-up sheet) THANK YOU!!


Note Taking-Guide Information said in group is written in corresponding box. Information that does not fit in a pre-existing theme box is written in the “Other” group and coded as new themes. Categorical descriptions examples are given to make placing individual comments faster and more accurate.

Qualitative Coding of Focus Groups: NOTES Theme | Category

Internal Positive Outcome: Sense of Accomplishment, Learning New KSAO, Sense of Urgency

Org Positive Outcome : Org Citizenship Behaviors (morale, helping, kindness)

Tipping Point : Effect of Stress depends on amount

Internal Negative Outcome: Lack of Control, Personality of Others, Workload

Overwhelming: Overly challenging project, prioritizing projects, workload

Org Negative Outcome: Lack of Resources, Upper Level support, Technology, Team support, Perf

Mgmt

Individual Method of Coping: Substances

Group Support Coping : Support Group

Boundaries: Email, Time off and Relaxation


Accountability : Group Accountability, Support Group

Time: Meetings, Technology

Org suggestion: Prioritizing Projects, Upper Level Support, Training and Development, Fun

Environment, Technology Update, Perf Mgmt, Job Swap, Benefits, Flex Time, Selection procedures

Training and Development : KSAOs/Creativity, Prioritizing Projects

Physical Space: Stress reducing facility (reading area, gym)

Culture: Fun Environment, Personalities, Selection, Expectations

Other: Additional Notes here and following Pages

Question 1A

Have you used the benefit or service?

Items and Response Frequencies

Ergonomic

Fittings

On-Site

Fitness

Centers

Fitness

Classes

Employee

Training

Supervisor/

Management

Training

Making Life

Easier

Alternative

Dispute

Resolution

Employee

Assistance

Program

Alternative

Work

Schedules

TOTALS

1 21

(33.8%) 23

(37.1%) 12

(19.4%) 49

(79.0%) 24

(38.7%) 23

(37.1%) 17

(27.4%) 18

(29.0%) 27

(43.5%) 214

(38.4%)

2 28

(45.2%) 28

(45.2%) 35

(56.5%) 11

(17.7%) 21

(33.8%) 29

(46.8%) 36

(58.1%) 40

(64.5%) 22

(35.5%) 250

(44.8%)

3 1

(1.6%) 5

(8.1%) 10

(16.1%) 1

(1.6%) 4

(6.5%) 9

(14.5%) 6

(9.7%) 3

(4.8%) 5

(4.8%) 54

(9.7%)

4 1

(1.6%) 6

(9.7%) 4

(6.5%) 1

(1.6%) 13

(20.9%) 1

(1.6%) 3

(4.8%) 1

(1.6%) 8

(12.9%) 38

(6.8%)

0 1

(1.6%) 0

1 (0.02)

0

0

0

0

0

0

2 (0.36%)

*Frequencies of responses for each program with (percentages)

Most Frequent Response for each program 2 2 2 1 1 2 2 2 1

Total Participant Responses = 62

Response Options

1= Yes 2 = No 3 = Not Aware of This 4 = Does Not Apply

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Question 1B

Please rate how important it is to you that this benefit or service is available for King County employees.

Items and Response Frequencies Ergonomic

Fittings

On-Site

Fitness

Centers

Fitness

Classes

Employee

Training

Supervisor/

Management

Training

Making Life

Easier

Alternative

Dispute

Resolution

Employee

Assistance

Program

Alternative

Work

Schedules

TOTALS

1 36

(58.1%) 26

(41.9%) 17

(27.4%) 52

(83.9%) 49

(79.0%) 32

(51.6%) 31

(50.0%) 39

(62.9%) 39

(62.9%) 321

(57.5%)

2 11

(17.7%) 20

(32.3%) 23

(37.1%) 5

(8.1%) 8

(12.9%) 23

(37.1%) 21

(33.9%) 15

(24.2%) 15

(24.2%) 141

(25.3%)

3 8

(12.9%) 10

(16.1%) 14

(22.6%) 1

(1.6%) 3

(4.8%) 3

(4.8%) 5

(8.1%) 2

(3.2%) 4

(6.5%) 50

(8.9%)

4 2

(3.2%) 4

(6.5%) 3

(4.8%) 1

(1.6%) 1

(1.6%) 2

(3.2%) 4

(6.5%) 2

(3.2%) 1

(1.6%) 20

(3.6%)

0 5

(8.1%) 3

(4.8%) 5

(8.1%) 3

(4.8%) 1

(1.6%) 2

(3.2%) 1

(1.6%) 4

(6.5%) 3

(4.8%) 27

(4.8%)

Averages for each program 1.45 1.74 1.89 1.11 1.26 1.53 1.68 1.34 1.38

Most Frequent Response for each program 1 1 2 1 1 1 1 1 1

Total Participant Responses = 62

Response Options

1= Very Important 2 = Somewhat Important 3 = Somewhat unimportant 4 = Not at all Important

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Program Survey Questions and Results 2. What changes would you make to the current offerings (listed above)?

Greater variety of fitness classes offered

List of fitness classes would be great

Not sure

Doesn’t matter, it will never happen

Access to off-site fitness center/program

Implement- include follow-up and having mgmt. support

no hidden agendas

provide more communication about fitness classes

More square footage and equipment available in the fitness center

Training- It's all about who pays. Each time I get approved, they ask who is paying. My section should pay, not my client

expand hours fitness room is available - if have to work on weekend would like to workout

Make time more effective;

Standardize alternate work schedule options across county

Possibility of after work hour classes/availability for employees working swing shift or evening shift

Continue to reach out to employees so they know they are available

Fitness made available to more employees

Have more information available for employees

Clear distribution of information re: programs

Make their availability more widely known

Time during the workday to take advantage of the offerings

You offer the services but do not staff us at an adequate level to use them

On-site training

make the employee causing the problem go to counseling- not the one affected by it to take their time to understand why they are experiencing the problem

If possible, more fitness options (Free or nearly free of cost)

Early morning classes or after work classes to attend ; Alternative work schedule- choose your day off so not all employees are out the same day

Haven’t been here long enough to say

Make out of town training more accessible

It would be helpful if some of the programs would occasionally send representatives to facilities outside of downtown to increase awareness of programs

3. What else would you like to tell us about the current stress related benefits and services?

Massage and Nap room

EAP would be nice to have non KC employee to go to w work related issues for mgmt. level staff

Not sure

Nothing. Waste of time. Will not change

Really follow the purpose instead of maintaining it as superficial

Equal opportunity employment

Better communication on available training (this has been occurring more frequently, which has


been great!)

I appreciate the make life easier program for the Senior/Long Term care information they have (for my mom)

Not sure how, but it seems KC should do more to evaluate work-related stresses in each work unit and to manage it accordingly

ongoing support or special interests groups for example, group that is intended in bringing mindfulness into workplace

Upper management needs to align priorities and more deadlines based on REAL Resource Management

Some retirement planning sessions are offered during work hours - it would be a better service if available during lunch or after work

Although I haven’t used a lot of the benefits and/or services I am aware they exist and know others have used them

Greater communication

On-site childcare program

Fitness center for new building at Juvenile Court 2015

I like the text for well-being program through healthy incentives

Compassion fatigue sessions need to be around

good but not always able to find a person to see within work/home driving distance - or they don’t work late enough

Making Life Easier has been used by many co-works and should be kept

There are any?

KC employees are fortunate to have this variety of choices available to them

Additional Comments Send out emails. I don’t know what your department does/offers. Employees need to care about

jobs

Great workshop. You all were awesome!

Supervisors should be excluded from these meetings

More availability of training; more classes with follow-up reviews

Have focus groups to identify Gaps -

The focus group showed the differences between jobs and different stressors

What We Heard: Description What you can do: (tips, tricks, and training) You feel overwhelmed… You also expressed that when there are too many tasks

or when projects become overly challenging or difficult due to complexity, deadlines, lack of support etc. there is often a feeling of being overwhelmed and leading to increased levels of stress. The trainings listed to the right are already being offered by KC that may assist you in efficiency with workload and work tasks.

KC Training Workshop: How to Run Effective Meetings- July 30th

http://kceffectivemeetingjuly30.eventbrite.com/#

KC Training Workshop: Writing Effective Emails – Sept 17th

http://kceffectiveemailssept17.eventbrite.com/#

Setting goals and prioritizing projects will help to increase your effectiveness and decrease stress by having clear objectives and meeting your deadlines http://kchealthyincentives.wordpress.com/2013/07/10/actually-accomplish-your-goals/

You are looking for training and development…

You made requests for training on how to better manage stress. KC is offering a workshop focused on stress management (right). Other suggestions are helping inform us as to what programs and training would be most effective and useful to KC employees and are in development.

KC Training Workshop: Stress Management – August 14th

http://kcmanageyourstressaug14.eventbrite.com/#

You want clear expectations within your group…

A reoccurring topic was around expectations and making agreements about time, meetings, communication, and responsibilities with employees, peers, and supervisors. Problems around a lack of accountability emerged as well as suggestions for how to improve accountability. The information to the right includes some information on how you can come up with a set of “norms” or guidelines you create and follow together as a team.

Setting Effective Team Norms Team meets as a whole and offers up suggestions for norms. Works best when

facilitator writes suggestions on a large sheet of paper or board so it can be seen. This method works well when team members already know each other and feel comfortable voicing their views.

Divide team into smaller groups and ask for each team to come up with their own list of norms. The group comes together and shares their lists. Again, the facilitator writes them in a visible place. Method works well with very large teams/groups or when the group is less familiar with each other.

After norms are written, place in a visible place in the workplace. Employees are then reminded of the rules and procedures they came up with and agreed upon and will increase accountability and personal responsibility. Examples of Norms:

o Meetings start on time o Do not expect an email response between the hours of 6pm-7am

Your time off and relaxation activities are important- but you want more information…

Based on your discussion and surveys, we know that your time off and stress-relieving activities are important to you but you are looking for more information on what is available. The links to the right will help guide you to the information.

KC Chinook Fitness Center (hours, forms, class schedules) http://www.kingcounty.gov/employees/HealthyIncentives/~/link.aspx?_id=23B09AE0E2944AB18FA1DD6FC1D46D27&_z=z#groupexroom

Available Resources – (including guiding meditation) http://www.kingcounty.gov/employees/HealthyIncentives/Resources.aspx

“Free Massage Pilot” Information was sent to you via email on 7/11 from Lindsey Hoeft

Apply for a Healthy Worksite Makeover! – applications due 7/31 http://www.kingcounty.gov/employees/HealthyIncentives/HealthyWorkplace/Healthy%20Worksite%20Makeover.aspx

Suggestions for the Organizational King County Level

This was one of the most frequently discussed topics of the meeting. Defined as “things that King County/Upper Management could do to mitigate stress and support well-being of employees”. Included areas such as upper level support, altering organizational systems, work hours, fitness centers, work environment improvements, etc.

We will continue to log and track organizational suggestions in our upcoming listening circles to identify next steps at the County level.

http://kceffectivemeetingjuly30.eventbrite.com/

http://kceffectiveemailssept17.eventbrite.com/

http://kcmanageyourstressaug14.eventbrite.com/

http://www.kingcounty.gov/employees/HealthyIncentives/~/link.aspx?_id=23B09AE0E2944AB18FA1DD6FC1D46D27&_z=z#groupexroom


http://www.kingcounty.gov/employees/HealthyIncentives/Resources.aspx

http://www.kingcounty.gov/employees/HealthyIncentives/HealthyWorkplace/Healthy%20Worksite%20Makeover.aspx

http://www.kingcounty.gov/employees/HealthyIncentives/HealthyWorkplace/Healthy%20Worksite%20Makeover.aspx

What We Heard: Description What you can do: (tips, tricks, and training) You recognize the benefits of certain stressors…

Not all stress leads to negative outcomes and under the right circumstances, moderate levels of stress lead to positive outcomes such as: a sense of accomplishment, productivity, effectiveness. Your group already mentioned practicing some of the suggestions to the right and their presence on this sheet is to serve as a source for additional guidance for the practices you are already doing.

Set difficult, yet attainable goals (setting deadlines or tasks that are

out of reach or too far away decreases performance. Break them up into smaller tasks that sum up to a final goal. By achieving goals, morale and motivation increase as well as the desire to set and achieve higher level goals!) http://kchealthyincentives.wordpress.com/2013/07/10/actually-accomplish-your-goals/

Plan and celebrate small wins along the way (increases sense of

accomplishment along the way and boosts morale) Keep a checklist (Tracking progress and completed tasks will increase

sense of accomplishment. Placing team goals in a visible place and crossing off accomplishments for group may increase morale, team work, and shared knowledge of tasks at hand- but be sure if posted the tasks are attainable and split up into small sections so things can consistently be crossed up and is used as a tool to increase positive emotions rather than an additional reminder of stressors!)

Upper level support is important and a lack of support is a common source of stress in your work…

This description captured all comments around how upper level support is needed, when it is and is not effective, and how it could be improved. We have included these comments in our larger report. The articles on the right discuss strategies for working with supervisors to improve working relationships by “Managing Up” and are intended to provide some support to your stress management now.

HBR article: “Managing Up” http://www.deloitte.la/Certificates/hmmLT7m/resources/docs/93306.pdf

“Managing Your Boss” http://www.aafp.org/fpm/2001/0600/p33.html

You had many suggestions around Training and Development…

Your suggestions regarding training and development included recommendations about types of training, supervisor and leadership training, stress management training and schedule of training. We will add these suggestions to the report. We also want to provide you with some information about trainings currently being offered by King County (to the right) that may be of help to you now.

KC Training Workshop: Writing Effective Emails – Sept 17th

http://kceffectiveemailssept17.eventbrite.com/#

KC Training Workshop: Communications Skills that Work: How to Resolve Conflict & Increase Communication - August 28

th RSVP

Jennifer Caymol to confirm

You want accountability and clear expectations within your group…

A reoccurring topic was around expectations and making agreements about time, meetings, communication, and responsibilities with employees, peers, and supervisors. Problems around a lack of accountability emerged as well as suggestions for how to improve accountability. The information to the right includes some information on how you can come up with a set of “norms” or guidelines you create and follow together as a team.

Setting Effective Team Norms Team meets as a whole and offers up suggestions for norms. Works

best when facilitator writes suggestions on a large sheet of paper or board so it can be seen. This method works well when team members already know each other and feel comfortable voicing their views. If the team is very large or doesn’t know each other as well, divide team into smaller groups and ask for each team to come up with their own list of norms and then share as a whole group, as above.

After norms are written, place in a visible place in the workplace. Employees are then reminded of the rules and procedures they came up with and agreed upon and will increase accountability and personal responsibility.

Examples of Norms: o Meetings start on time o Do not expect an email response between the hours of 6pm-7am

Your time off and relaxation activities are important.

Based on your discussion and surveys, we know that your time off and stress-relieving activities are important to you. The links to the right will help guide you to additional information on what is available to support your healthy de-stressing activities.

KC Chinook Fitness Center (hours, forms, class schedules) http://www.kingcounty.gov/employees/HealthyIncentives/~/link.aspx?_id=23B09AE0E2944AB18FA1DD6FC1D46D27&_z=z#groupexroom

Available Resources – (including guiding meditation) http://www.kingcounty.gov/employees/HealthyIncentives/Resources.aspx

http://www.deloitte.la/Certificates/hmmLT7m/resources/docs/93306.pdf

http://www.aafp.org/fpm/2001/0600/p33.html

http://kceffectiveemailssept17.eventbrite.com/

mailto:[email protected]?Subject=Communications%20Skills%20that%20Work:%20How%20to%20Resolve%20Conflict%20&%20Increase%20Communication



http://www.kingcounty.gov/employees/HealthyIncentives/Resources.aspx

Documents

Stress Focus Group Complete Summary Report