BriefingBMJ 1999; 318 doi: https://doi.org/10.1136/bmj.318.7200.3a (Published 26 June 1999) Cite this as: BMJ 1999;318:S3a-7200
“Giving shape to a known problem” is the commonest reason for embarking on a stress audit, according to a feature in IRS Employment Review (June 1999;9:5-6). The issue is high in the minds of human resources managers in all sectors, as stress now has legal status as a potential occupational injury. The human resources consultant, whose article is aimed at professional colleagues, concludes that the measurement of stress is straightforward but that change is more difficult. His warning that he “will no longer embark on an audit until top management has signalled that its findings will demand action” obviously implies that less conscientious organisations may be tempted to use such exercises as whitewash.