Amie Model Stress Policy

AMiE Model Policy

Tackling Work Related Stress and Promoting Mental Well-Being

A model policy for tackling work related stress and promoting mental well-being at an educational institution.

Purpose

Work related stress is a serious health and safety problem. As such, the employer and trade unions are committed to creating a working environment that minimises the chances of individuals falling victim to work related stress. The primary purpose of this policy is to set out procedures and practices that can help prevent or control hazards that might lead to work related stress, and promote good mental health. This will be achieved by

Introducing workable policies, procedures and guidelines.
Increasing awareness and understanding of stress related issues through training and health promotion.
Investigating all incidents of potential or actual work related stress.
Providing access to confidential counselling services for any member of staff who suffers work related stress, emotional or psychological problems.

The employer recognises that it has a legal and moral duty to protect the health, safety and welfare of its staff.

In particular it recognises the statutory requirements and responsibilities of the HealthandSafety at Work Act 1974, the Management of Health and Safety Regulations 1999, the Working Time Regulations 1998, the Disability Discrimination Act 1995, and other relevant legislation, regulations, guidance and codes of practice and the employer’s duty of care, established in common law, which entails that employees are not exposed to unnecessary risks to their health and well being.

As such, any contravention of this policy will be considered a serious breach of health and safety practice, and may result in disciplinary action against those involved.

Definition of Stress

For the purposes of this policy, work related stress is described as the adverse reaction people have to excessive pressure or demands placed upon them in the workplace. However, it should be noted that people react to pressure and demands in different ways. What might lead to stress in one person, might not in another. As such, care must be taken to avoid making uninformed assumptions about particular individuals’ ability to cope with a situation.

Management Standards

In order to implement this policy, the employer aims to apply the Health and Safety Executive (HSE) management standards for dealing with work related stress.The management standards cover the primary sources of stress at work which are:

Demands – e.g. workloads, working time, work patterns and the working environment

Control – how much or how little say an individual has in the way that they work

Support – the extent of organisational or managerial processes such as encouragement, acknowledgement, communications, training, development and resources

Relationships –the way interpersonal relationships are managed, the extent of conflict or otherwise, bullying and harassment etc.

Role – whether or not people understand their role within the organisation and how it relates to others (the degree of conflict or otherwise)

Change – the extent of organisational change and how it is managed.

These standards will be used to identify potential hazards, assess risk and monitor the success of this policy.

Responsibilities

It is the responsibility of all staff to ensure that they comply with this policy and to report any circumstances that have or may result in work related stress.

Additionally, it is the responsibility of:

line managers to undertake or arrange for competent persons to carry out risk assessments as directed and implement any resulting control measures; to identify and report potential stress hazards that become apparent from appraisals, supervisory meetings, return to work interviews, and day to day dealings with their staff;to monitor workloads, working time and working practices and ensure good communications with staff.

senior managers to ensure that suitable risk assessments have been undertaken;that control, measures are being implemented; that the HSE management standards are being applied; that staff are complying with this policy; and to lead by example in respect of good practice.

School/college safety officer to oversee the proper management of this policy as part of the employer’s overall approach to health, safety and welfare, and to assist line managers in carrying out appropriate risk assessments.

Staff development manager/HR manager to ensure that staff receive appropriate training on the application of this policy and the HSE management standards,; to give guidance to managers and the safety committee/JNC on this policy; assist in monitoring the effectiveness of this policy; and act as liaison with occupational health/counselling services.

the safety committee/JNC to monitor, review and make recommendations on the operation of this policy

trade union representatives to participate in the risk assessment process; and raise concerns regarding the operation of this policy or incidents of work related stress either through the procedure outlined in this policy, the grievance procedure, or directly to the safety committee/JNC.

Staff Surveys

The employer will conduct a biennial survey of staff in order to identify potential stress hazards at the workplace and determine the extent of the problem. The questionnaire used in the survey will be designed to identifypotential hazardsagainst the HSE management standards (see above). The findings will be discussed at the safety committee/JNC who will then issue information and advice to line managers which may require risk assessments to be undertaken or reviewed as appropriate.

Risk Assessment

Managers will carry out suitable and sufficient risk assessments of potential stress hazards against the HSE management standards (see above). Appropriate trade union representatives will be consulted during this process. Where necessary, input from staff on their perceptions of the likely causes of stress in the workplace will be sought. The purpose of the risk assessment will be to

Identify the hazard
Identify who might be harmed
Evaluate the risk
Introduce suitable control measures
Record the findings

It is recognised that the introduction of suitable control measures may require some changes to current working practices, or reasonable adjustments designed to help specific individuals carry out their duties. Such change will only be introduced after proper consultation with the staff concerned, and in the case of substantial change, only after consultation with the appropriate trade unions.

To facilitate change, and where considered necessary by the JNC, a collective agreement with the recognised unions will be amended or drawn-up.

Guidelines

Attention is drawn to the appendix that sets out some practical guidelines for preventing work related stress. These guidelines are designed to compliment the outcome of risk assessments, and unless told otherwise, should be followed by all staff.

Reporting Potential Problems

A member of staff who feels they or others may be suffering from work related stress, or who believes that circumstances may result in they or others suffering work related stress, must raise the matter.

In most cases this can be done informally through discussion with those who might be affected and/or the appropriate line manager.The purpose will be to encourage discussion of issues that might be causing distress, explore possible action steps that should be taken (e.g. risk assessment), and raise awareness of available support mechanisms (see below).

Managing Staff Welfare

Training and guidance will be made available to line managers on matters of staff welfare.

Line managers will check regularly on the well-being of all staff using a mixture of informal and other management processes such as appraisals and meetings. Staff who are experiencing or showing signs of work related stress or emotional distress will at all times be treated in a sensitive manner.Managers are encouraged to discuss such problems in confidence with those affected in order to understand their coping strategies, and explore how the organisation can help them.

Counselling and Support

Any member of staff who is, or is believed to be experiencing work related stress will be offered free confidential counselling and/or other forms of support where appropriate. Managers will notify the HR department and/or occupational health who will make the necessary referral. Staff will also be advised to consult their GP.

Return to Work Policy

Any member of staff ready to return from a period of sickness absence as a result of work related stress may request/will be offered a return to work meeting(s). The purpose of this will be to outline the measures that have or will be taken to eliminate or control the hazards that led to the stress; and discuss how any adjustments will be communicated to colleagues, students and others. The meeting(s) will also consider the option of a gradual return to work on a programme of reduced hours and/or days per week gradually building up to a full return. Where necessary, occupational health will be consulted on aspects of the return to work.

Where the member of staff requests, this meeting may take place at their home or another suitable venue away from the working environment. His or her union representative may also accompany the member of staff.

The member of staff’s line manager will keep in regular contact to monitor the return to work and ensure that control measures are working effectively. Any sign of a reoccurrence of symptoms will prompt an immediate review of the particular circumstances against the HSE management standards, and a review of relevant risk assessments and/or control measures as appropriate.

Training and guidance

The employer will ensure that training courses and guidance are made available to raise awareness of this policy and to assist staff in managing personal stress. Training and guidance will also be provided for managers to enable them to implement this policy to assess their own behaviour as a possible source of stress at work, and to develop strategies that prevent the incidence of work related stress.

Such training will, where appropriate, be designed to provide managers with the knowledge and skills relating to:

Awareness of the impact of stress on individuals and organisations
Identifying early signs of distress
HSE Management standards
Risk assessments
Law relating to stress and mental health issues
Discussing stress related problems with individuals

Monitoring and Review

The safety committee/JNC will receive regular reports on any potential or actual incidences of stress and review this policy and the application of HSE management standards accordingly. This may also include reports on sickness levels, working time and any incidences of high staff turnover. Where appropriate, the safety committee may ask for a stress survey to be undertaken in any area of the college where it has a particular concern.

Health Promotion

As part of its commitment to the health, safety and well-being of its staff, the college will through its policies and practices, help to promote good health. Staff will be encouraged to take proper breaks away from their workstation, to participate in sporting and other relaxation activities, and to develop a healthier lifestyle. As such, the employer will fully enforce its no-smoking and its drug and alcohol policies.It will also ensure that staff have easy access at work to fresh drinking water and to a range of fruit and other healthy foods in school/college canteens/shops.

Formal Complaints

If after a potential stress related problem is raised and either none or unsatisfactory action is taken, a concerned person is recommended to make a formal complaint using the institution’s grievancer procedure.

Other Policies

The following other policies are relevant to this policy:

(Delete/add as appropriate)

Sickness absence

Bullying

Working Time

Work-life balance

Flexible working

Alcohol and Drug Misuse

Appendix

Guidelines for Preventing Work Related Stress And Promoting Well Being

The following list includes some commonly suggested actions that can be introduced by individual managers as part of an overall stress and well being policy. We have grouped them under :

Demands on your staff

Avoid the long hours culture. Inform staff that productivity doesn’t improve by working late into the evening, whether at home or the workplace.
Ensure objectives are achievable and deadlines are realistic.
Consider ways to introduce flexibility and create a better work life balance.
Recognise and tackle excessive workloads. Plan and prioritise tasks, cut unnecessary work and/or change the way jobs are done in consultation with individuals.
Acknowledge the constraints set by available resources
Set an example, don’t regularly come into work early and leave late.

Control over work

Ensure staff are aware of procedures to raise concerns, and ensure you follow through on actions that have been agreed
Provide opportunities for staff to contribute ideas, especially in planning and organising their own jobs.
Agree clearly defined objectives, targets and responsibilities with staff that are realistic and achievable.

Support for your staff

Ensure proper use of your appraisal system and make improvements where needed
Organise regular meetings to review what is happening, allow staff to share experience and ideas, and to provide opportunities to discuss problems
Introduce clear business objectives, good communications and close employee involvement.
Talk to staff regularly, support and encourage them, even when things go wrong.
Ask after their health and show concern for any problems.
Treat everyone fairly and consistently
Recognise achievement; and value the contributions made by staff

Working relationships

Create an anti-bullying culture and ensure staff are aware of college policy and procedure.
Prevent conflict between different work groups, teams or individuals through clear explanations of their respective roles and responsibilities, and good day-to-day communications.
Try to develop a culture of trust and confidence, where tolerance, professionalism, consistency, sensitivity and courtesy are commonplace.
Be honest with yourself, set a good example, listen to and respect others.
When things go wrong, avoid shouting or pointing the finger of blame; and encourage others to do likewise.

Role of individuals in the organisation

Ensure staff clearly understand their duties and who to ask for help.
Make sure staff are trained and sufficiently equipped for their job.
Don’t interfere with tasks that you have delegated to staff.
Identify opportunities and encourage the professional development of your staff.

Organisational change

Communicate new developments quickly (face-to-face is better than an e-mail)
Discuss what changes will mean in day-to-day activity
Provide lots of opportunity for staff to comment and question.
Undertake meaningful consultation – inform, seek views and ideas from staff and unions, respond honestly to questions, and reach agreement wherever possible.
Provide solid support for staff during the change period.
Establish a clear timetable for action, and outline the steps involved.

DG/ACM May 2004. RevisedJul 2009