ࡱ> ] P8bjbj~]~] 77i7i/ YYYYYmmm81Tm@=(eeeW$\%$Րr:Yc&^]@c&c&:YYeeO***c&RYeYe*c&**т+e v&Pe0L<'Ydc&c&*c&c&c&c&c&::')~c&c&c&c&c&c&c&c&c&c&c&c&c&c&c&c& Y :  Corporate Health & Manual  3.13 MANAGING STRESS AT WORK Guidance and Procedures  Summary Managers have an important role to play in identifying potential symptoms of stress and should discuss workload and other stress related factors in regular 1 to 1 sessions with employees. Managers must monitor employees work performance so that stress related issues can be resolved (e.g. by reviewing the person's duties). Where required managers and employees should use the Individual Stress Risk Assessment in Appendix H to identify stressors. Managers and employees should familiarise themselves with the sources of support and advice available within the organisation. Legal Requirements There is no specific legislation on controlling stress at work, but broad health and safety law applies. Under the Health and at Work etc Act 1974 employers have a duty to ensure, so far as is reasonably practicable, the health, safety and welfare at work of all their employees. Under the Management of Health and at Work Regulations 1999 employers have a duty to assess and control significant health and safety risks to which their employees are exposed to at work. Ill health resulting from stress caused at work has to be treated in the same way as ill health due to physical causes in the workplace. This means that employers do have a legal duty to take reasonable care to ensure that the health of any employee is not put at risk through excessive and sustained levels of stress arising from the way work is organised, or from the day-to-day demands placed on an individual. Stress and feeling unable to cope can become a disability in severe cases, if there is a long-term affect. Where this is the case, an individuals condition may satisfy the definition of disability within the Equality Act 2010 and the will be obliged to make reasonable adjustments. Important Definitions The Health and Executive defines stress at work as follows: "Stress is the reaction people have to excessive pressures or other types of demand placed upon them, and arises when an individual believes they are unable to cope. Every job brings its own pressures and demands, these are an unavoidable part of working life. Some pressure can be a good thing, keeping staff motivated and providing a sense of achievement and job satisfaction. However, people's ability to deal with pressure is not limitless. Excessive workplace pressure can cause stress, which may be harmful. Procedures The , as an employer, places a high value on maintaining a healthy workforce and ensuring a safe working environment for all its employees. The also recognises that this duty of care extends to mental health as well as physical health at work. Mental health problems have many causes, including stresses in the workplace and in the life of employees away from work. A controllable level of pressure can in some cases lead to improved motivation, job satisfaction and performance, but in contrast, excessive pressure can become harmful and result in stress. The is committed to identifying sources of stress in the workplace and taking action to reduce harmful stress and secure the health of the workforce. Early Detection of Stress (Risk Management Process) Anyone responsible for managing employees has an important role to play in identifying potential symptoms of stress and should discuss workload and other stress related factors in annual reviews and regular check-ins. Managers must monitor employees work performance so that stress related issues can be resolved (e.g., by reviewing the person's duties). Managing risk is an important management responsibility and the benefits of early detection should not be underestimated. To assist Managers in identifying and managing stress within their respective areas of operation, comprehensive guidance is available in the HR Manual and is also appended to this document (Appendix H). Stress Prevention The recognises that the most effective way of tackling harmful, excessive workplace stress is to prevent it at source, this will be achieved by a continuous review of employment policies, improving communication systems, redesigning jobs and encouraging decision making and autonomy. Early recognition of problems and encouragement of self-reporting before stress becomes harmful is important. Precise prevention strategies will vary according to prevailing stressors. The will monitor and assess priorities through induction, check-ins, exit information, stress related sickness, employee turnover rates, grievances, complaints, statistics from the counselling service and reviews of employee opinion. A key factor in prevention is the development of a supportive organisational climate where stress is not perceived as a sign of weakness or incompetence. To create a supportive organisational climate, the will work to remove the stigma frequently attached to those adversely affected by stress and maximise the support available to employees. All Managers and others in a supervisory position have a crucial role in this respect. There will be demonstrable commitment to the issue of stress and mental health at work from Senior Management. This will require a dismantling of cultural norms, which inherently promote stress. One example would be norms that impact on a healthy work life balance i.e., encourage employees to work excessively long hours and feel guilty about leaving on time. The traditional approach towards work related stress has been to focus on treating the symptom rather than the cause. The will aim to change unhealthy cultures with the promotion of a culture, which is both healthy and supportive and will include: s endorsement of these arrangements and a regular review of the arrangements by the Corporate Human Resources Service. Inform employees of sources of support and advice within the organisation. Establish a risk management process by extending and improving the inter-personal skills of supervisors and managers so they convey a supportive attitude and are able to recognise the signs of stress and can more comfortably handle employee problems. To develop mechanisms to advise and support individuals when the is embarking on major organisational change, during which either job changes or potential redundancies are a possibility. The continuation of employee development and training that already exists including various courses covering inter-personal skills and stress management workshops with the aim of developing individual stress management skills and the ability to monitor and manage stress levels in themselves and their colleagues. Through health screening/health promotion programmes the will support further initiatives that directly promote positive health behaviours in the workplace e.g., the encouragement to use health and fitness strategies, smoking cessation programmes, advice on lifestyle management, advice about alcohol consumption. Management of Harmful Stress Where the above preventive mechanisms fail, stress related conditions should be recognised as soon as possible. Facilities will be available for discussion, advice and appropriate referral as necessary. Most people who develop stress related conditions make a full recovery, often without interruption to working lives. If time off has been required, it can be far more costly to the organisation to retire a person early on medical grounds, re-recruit and train a successor than to spend time easing a person back to work. The s mechanisms for support are: Counselling and Welfare -The will provide welfare information and confidential support via its Human Resources Service. Confidential and professional HYPERLINK "https://intranet.southtyneside.gov.uk/article/14725/Counselling"counselling services for any employees experiencing problems in their workplace is available. To access this service, you must send your name, contact number and job title to HYPERLINK "mailto:Occupational.Healthreferrals@southtyneside.gov.uk" Occupational.Healthreferrals@southtyneside.gov.uk. You do not need to be referred to access this service and it is completely confidential. Facilitating a return to work when employees are absent from work as a result of stress, the return to work itself is likely to be a 'stressful' experience. Employees are encouraged to discuss their return to work with their immediate supervisor or manager. A manageable programme of work will be worked out with the individual and the manager. If a referral to Occupational Health has not already been made, this would be an appropriate time to enable advice to be given on reasonable measures to be taken to avoid a recurrence of stress. Further details can be found in the Absence Management Policy. Individual Action and Unacceptable Stress Any employee who feels that they are at risk of unacceptable stress should follow the advice given below: It is important not to feel stressed to a point where it becomes intolerable, by taking action early, it is possible to minimise the harmful effects of stress. It is important to speak (or if easier, to write) to your immediate supervisor or manager as soon as possible, they may be unaware of the stress you feel you are under and may be able to make changes, to alleviate the situation: Make an appointment through your Manager with the Occupational Health Nurse or contact the Counselling Service directly. Seek the advice and support of your Union. If the informal approach above does not work for you, then you may wish to take advice about the s Grievance Procedure if the cause of your stress is work based. The individual and the manager can use the Individual Stress Risk Assessment in Appendix H to identify stressors, concerns and put in place suitable control measures. Monitoring and Evaluation The measurement of levels of stress is complex. There are no simple measures, which can be used as direct indicators of levels of stress. However, it is important that the is committed to monitoring potential indicators of stress so that both potential problems and variability in stress between different departments and occupations can be identified. Human Resources Service will support managers and undertake such monitoring and information will be reported to appropriate forums. Links to Guidance Health & Executive Managing Stress at Work HYPERLINK "https://www.hse.gov.uk/stress/"https://www.hse.gov.uk/stress/ The Health and at Work Etc. Act 1974- HYPERLINK "http://www.legislation.gov.uk/ukpga/1974/37"http://www.legislation.gov.uk/ukpga/1974/37 The Management of Health and at Work Regulations 1999-  HYPERLINK "http://www.legislation.gov.uk/uksi/1999/3242/made" http://www.legislation.gov.uk/uksi/1999/3242/made Individual Stress Risk Assessment HYPERLINK "https://intranet.southtyneside.gov.uk/article/20836/Sample-risk-assessment-Individual-stress-assessment"Appendix H Wellness Action Plan HYPERLINK "https://intranet.southtyneside.gov.uk/article/22081/Wellness-Action-Plan"https://intranet.southtyneside.gov.uk/article/22081/Wellness-Action-Plan Health and Wellbeing  HYPERLINK "https://intranet.southtyneside.gov.uk/article/14717/Health-and-wellbeing" https://intranet.southtyneside.gov.uk/article/14717/Health-and-wellbeing Mental Health First Aiders HYPERLINK "https://intranet.southtyneside.gov.uk/article/14605/Mental-Health-First-Aiders"https://intranet.southtyneside.gov.uk/article/14605/Mental-Health-First-Aiders Absence Management Policy - HYPERLINK "https://intranet.southtyneside.gov.uk/article/20863/Absence-Management-Policy-and-Procedure"https://intranet.southtyneside.gov.uk/article/20863/Absence-Management-Policy-and-Procedure Review The guidance and procedures will be reviewed on an annual basis. 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