Gerry Smith hears plenty of war stories these days – about how Canadian companies and their employees are dealing with the war in Iraq.

But remarkably, skirmishes in the workplace have been minor, says Smith, of Warren Shepell Consultants Corp., an HR firm that provides employee assistance programs to 2,000 organizations in Canada, the United States and abroad.

“There hasn’t been a huge amount of strife here in Canada, though anxiety levels are much higher. Unlike our neighbours to the south, we aren’t at war,” says Smith.

Nevertheless, it’s a struggle to keep an even keel at work. Round-the-clock media coverage, intense anger at how the war began, passionate rifts over Canada’s role, and our tarnished relationship with the United States are among many issues causing distractions, if not great anxiety.

As part of his role as vice-president, organizational health, at the Toronto-based company, Smith monitors how healthy workplaces handle such difficult times.

During the buildup to war, he and his co-workers consulted with a number of organizations, some with a multicultural workforce where the “debate at work” had reached a boiling point.

Healthy workplaces have proactively dealt with the crisis, he explains, addressing issues and creating a strategy rather than letting problems fester.

“A good strategy means that you allow people to talk about the issue, but remind them about the basic laws of respect and tolerance for diversity in the workplace,” says Smith.

“When you come to work in Canada you are not asked to leave your belief system at home, but you are asked to open up to be accepting and tolerant of other people’s belief systems, religious systems and political systems.

“And it’s not just a matter of courtesy, it’s what we are required to do by law.”

As part of its own program, Shepell last week announced it had posted on its website (www.warrenshepell.com) a Coping in Troubling Times Tool Kit designed to help managers, employees and their families deal with the conflict. The guide offers tips on managing people, on recognizing signs of distress, and checklists to ensure that employees are looking after themselves, their spouses and children.

“Although Canadians are characterized as quiet, complacent people, we are highly opinionated,” says Smith. “And when we come into the office, we just can’t suddenly turn off the outside world.”

While companies can expect employees (and managers) to be distracted and less productive, measures can bring the workplace back to near- normal levels.

Smith suggests that managers must be more flexible and allow people to have time to tune into the TV news, or the Internet, to get news updates.

“There will be a better response from employees and productivity levels will get back up to normal. But people who are kept under thumb, will become more resentful, and therefore less productive.”

Managers are encouraged to be present in the employee’s workspace, to talk about the events that are unfolding, to encourage openness and to be prepared to listen. Though managers must be prepared to deviate from normal routines when a major event occurs, it’s also prudent to remind people in a professional manner that they have work to do.

Managers should watch out for changes in an employee’s normal behaviour, adds Smith. Has an employee become more irritable, withdrawn, anxious or tense?

If an employee is acting differently, talk to him or her, advises Smith. Ask simple questions like: “I notice you are not yourself, is there something I can help you with?”

Through its network of offices across the country, Smith rates the overall emotional state of the Canadian workplace, on a scale of 1 to 10, as a 6. (“That compares to an 11 just days after the attacks of Sept. 11.”)

But it doesn’t mean we’re immune to heightened stress.

Our stress levels could quickly jump to a 10 under many scenarios: imagine if Canadian warships in the Persian Gulf become engaged in the war, if Canadian soldiers in Afghanistan are attacked, or if Canada becomes more involved in the conflict, and soldiers are killed.

There are plenty of ‘ifs’ ahead, and as Smith says, companies that have “armed” themselves with sound strategies will best handle the looming uncertainty.

HOW TO COPE:
As part of its Coping in Troubling Times Tool Kit, Warren Shepell offers these tips for all individuals:

* Make sure that you are talking – don’t keep feelings inside.
* Eat well-balanced meals and get some exercise.
* Review your priorities/rediscover what is important to you.
* Make time to reflect.
* Limit alcohol and caffeine consumption.
* Routines are a way of maintaining stability in a period of uncertainty. Keep those that are healthy for you.
* If you find yourself being upset or disturbed by the news, turn off the radio or TV.
* The complete tool kit can be downloaded at
www.warrenshepell.com