Stress Management Policy, Procedure and Toolkit

Transcription

1 Issue No: 04 Date: April 2009 Resources Human Resources and Organisational Development Stress Management Policy, Procedure and Toolkit

2 This blank page is for the purpose of printing in duplex format

3 Contents Page No. 1. Policy Outline What is the policy about? Who does the policy apply to? Responsibility Monitoring Support Confidentiality Dealing with abuses of the policy Publicising/distribution of the policy Reviewing the policy Equality and Diversity Alternative formats Forms Further information Procedure Policy Statement What is Stress? Application of the Policy Who does the policy apply to? Roles & Responsibilities General Responsibilities Senior Managers/Elected Members Managers Employees Human Resources Health and Safety Trade Union/Safety Representatives FirstAssist Counselling/Occupational Health & Wellbeing Service Procedure for Managing Stress Look for the stress hazards/risks Evaluate the risks and record what needs to be done in an action plan Review and revise the assessment and actions taken Good Working Practice Possible Interventions Demands Control Support...13 April 2009 Page 1 of 25

4 2.7.4 Relationships Role Change Toolkit Health & Safety Executive-Stress Management Standards-Summary Employee stress management process flow chart Stress Management Questionnaire Stress Management Action Plan...21 April 2009 Page 2 of 25

5 1. Policy Outline 1.1 What is the policy about? Durham County Council (DCC) recognises that employees are its most valuable asset and that only through their development in a healthy and safe working environment can they contribute fully to its aims and objectives. Whilst DCC has no control over external factors, as a good employer it wishes to promote the physical, psychological and social well-being of all its employees. 1.2 Who does the policy apply to? This policy covers all employees except for school-based employees where schools need to give consideration to their own procedures. The policy is recommended as good practice to all other groups associated with the Council who have the discretion in their employment to adopt our policies. Apart from schools, this will include such groups as voluntary sector organisations. 1.3 Responsibility All employees have a responsibility to ensure that they comply with this policy and any subsequent processes that are developed to support it. Everyone involved in implementing this policy and any subsequent processes that are developed to support it is responsible for ensuring that it is fairly implemented and must ensure that they: Do not breach the Policy or any related processes; Seek advice from Human Resources and Organisational Development if unsure of how to implement the Policy; Ensure that they deal with any issues arising equitably without direct or indirect discrimination on grounds of age, disability, nationality, race, religion, sex, sexual orientation, or trade union membership. Whilst Human Resources and Organisational Development, Resources will take a lead role in policy development the implementation is a responsibility of all the groups set out below in section Monitoring Data in relation to stress will be gathered through the management information systems for recording and reporting data in relation to sickness absence, accident reporting, grievance, bullying & harassment procedures, exit interviews and staff surveys. This data will be reviewed within Service Management Teams and by the Corporate Management Team (CMT) to identify the impact of Work Related Stress (WRS) within DCC and used to develop any further mechanisms to address significant issues April 2009 Page 3 of 25

6 Reports on the impact of measures related to the policy will be made on a regular basis to CMT and other appropriate committee structures. 1.5 Support Support can be sought from either FirstAssist Counselling Service (telephone number , scheme number 33679), Occupational Health & Wellbeing Service (ext ), a Trade Union representative, or their manager. 1.6 Confidentiality All information will be handled sensitively and used only for its proper purpose. However confidentiality cannot be guaranteed as information might have to be disclosed where an issue results in formal proceedings. Under the Data Protection Act 1998 individuals have the right to see their own personal data held subject to the rights of confidentiality of any third parties involved in that information. 1.7 Dealing with abuses of the policy Employees who attempt to abuse this policy may face disciplinary action. DCC takes false or misleading accusations very seriously which may result in further action taken through the Disciplinary Procedure. This will not include ill-founded allegations that were made in good faith. 1.8 Publicising/distribution of the policy A copy of this policy is available from key personnel within the Services and will be made available to employees on request. A copy can also be viewed via the Intranet. New employees will be informed of the existence of this policy in recruitment and induction information. 1.9 Reviewing the policy The operation of this policy will be kept under review and such changes will be made to the policy as deemed appropriate following necessary consultation with the trade unions Equality and Diversity The Council s Vision is A Council committed to developing a prosperous, safe and sustainable future for County Durham, listening to and working with local people, leading and shaping communities and working in partnership to ensure quality, cost effective services. One of the primary values that underpins everything we do while working towards this vision is that we promote equality of opportunity. This applies both in the delivery of our services and in relation to our employment practices. We are committed to including equalities in everything we do. This includes the elimination of unlawful discrimination, promoting diversity as a positive force and valuing & celebrating our diverse workforce and community. April 2009 Page 4 of 25

7 If necessary, an equality impact assessment will be carried out in the preparation of this policy and the assessment will be reviewed on an ongoing basis Alternative formats Where any alternative format is required, any initial enquiry should be made through your manager or by following the instructions below: Forms Forms relating to this policy and procedure will be downloadable from the Intranet. Sample forms are included at the back of this document for information purposes only Further information If you would like any further advice on this document you can contact the Resources, Human Resources and Organisational Development, Employee Relations Team on either or (Internal Ext. 4191/3495). April 2009 Page 5 of 25

8 2. Procedure 2.1 Policy Statement DCC is committed to protecting the health, safety and welfare of its employees. DCC recognises that WRS is a management issue and acknowledges the importance of identifying and reducing workplace stressors. DCC is committed to promoting the health and well-being of its staff through, for example, the creation of opportunities for its employees to lead a healthier lifestyle, the provision of information on healthy choices etc. DCC will work towards the Stress Management Standards as identified by the Health & Safety Executive (a summary of the standards is provided on page 15) DCC will identify workplace stressors and conduct risk assessments to eliminate or control as far as practicable the risks from stress. These risk assessments will be regularly reviewed. DCC will consult with Trade Union Safety Representatives on proposed actions relating to the prevention of workplace stress DCC will provide training for managers and supervisory employees in good management practices DCC will provide confidential counselling for employees affected by stress where appropriate DCC will provide adequate resources to enable managers to implement this policy. 2.2 What is Stress? The Health and Safety Executive define stress as the adverse reaction people have to excessive pressure or other types of demand placed on them. This makes an important distinction between pressure, which can be positive if managed correctly and stress which can be detrimental to health. 2.3 Application of the Policy Who does the policy apply to? This policy applies to all employees except for school-based employees. Schools will be advised that they must give consideration to their own procedures. The policy is recommended as good practice to all other groups associated with the council who have the discretion in their employment to adopt our policies. Apart from schools this will include groups such groups as voluntary sector organisations. 2.4 Roles & Responsibilities General Responsibilities All employees have a responsibility to ensure that they comply with this policy and any subsequent processes that are developed to support it. April 2009 Page 6 of 25

9 Everyone involved in implementing this policy and any subsequent processes that are developed to support it is responsible for ensuring that it is fairly implemented and must ensure that they: Do not breach the Policy or any related processes; Seek advice from Human Resources and Organisational Development if unsure of how to implement the Policy. Ensure that they deal with any issues arising equitably without direct or indirect discrimination on grounds of age, disability, nationality, race, religion, sex, sexual orientation, or trade union membership. Whilst Human Resources and Organisational Development, Resources will take a lead role in policy development the implementation is a responsibility of all the groups set out below Senior Managers/Elected Members The ultimate responsibility in implementing the policy and provision of resources in terms of any cultural change that is required lies with Service Management Teams, Corporate Management Team and Elected Members Managers All managers and supervisors are required to: Advise and inform their team(s) in order to increase awareness and understanding of the Policy and any related issues. Record any WRS on the corporate accident/incident/ill health form (open the Corporate Health & Safety page on the Intranet and click on the Corporate Risk Assessment Forms icon to download this form). Details of where to send the completed form can be found at the end of the guidelines accompanying the form on the Intranet. Conduct and implement recommendations of audits and risk assessments within their jurisdiction. Ensure good communication between management and employees, particularly where there are service, organisational and procedural changes. Identify training requirements and ensure employees are appropriately trained to discharge their duties. Ensure employees are provided with meaningful developmental opportunities Monitor workloads to ensure that employees are not overloaded. Monitor working hours and overtime to ensure that employees are not overworking. Monitor holidays to ensure that employees are taking their full entitlement. Attend training as requested in good management practice and health and safety. Ensure that bullying and harassment is not tolerated within their jurisdiction. Be vigilant and offer additional support where appropriate to employees experiencing stress outside work. Ensure that employees are made aware of the opportunities to participate in health improvement activities and give reasonable support to employees to access them. April 2009 Page 7 of 25

10 Ensure that concerns, actions and issues are recorded and information passed to Service Management Teams Employees All employees are required to: Raise issues of concern, normally, with their manager. (If an employee feels that they can t raise the issue with their manager they should approach another manager or seek advice from Human Resources and Organisational Development or their Trade Union). If unsure of how to deal with issues seek help and advice on policies and procedures from their manager, Trade Union or Human Resources and Organisational Development. Accept opportunities to support approaches to eliminate or reduce the effects of WRS with managers and supervisors. Accept opportunities for counselling and training when recommended Read DCC communications in relation to stress management. Recognise that they have a responsibility for their own personal stress and try to help themselves where possible Human Resources Occupational Health & Wellbeing Service will: Support individuals who have been absent with stress related ill-health and advise them and their management on a planned return to work Provide support and advice to individuals who are at work but are experiencing stress related health problems Refer to counsellors or specialist agencies as required Monitor and review the effectiveness of measures to reduce stress Inform Services via the Corporate Health and Safety Management Committee of any changes and developments in the field of stress at work. Undertake analysis of periodic WRS employee questionnaires and feedback to managers and staff representatives in each service area. Ensure maintenance of individual employee confidentiality in any data analysis. DCC Human Resource professionals will: Raise awareness of the policy during employee induction, training and development programmes Procure specialist training on stress awareness and related issues Provide advice and guidance to managers dealing with specific stress related cases. Provide support to managers during periods of change in the work environment Provide guidance to managers on the application of the policy In collaboration with the Occupational Health & Wellbeing Service and Health and Safety Services assist in monitoring the effectiveness of measures to address WRS by periodic collation of relevant statistics e.g. sickness absence. April 2009 Page 8 of 25

11 2.4.6 Health and Safety DCC Health & Safety professionals will: Support the identification of methods of training and supporting managers in undertaking, implementing and interpreting stress risk assessments In collaboration with the Occupational Health & Wellbeing Service and Human Resources & Organisational Development assist in monitoring the effectiveness of measures to address WRS by periodic collation of relevant statistics e.g. accident reports Trade Union/Safety Representatives Representatives will be: Meaningfully consulted on any changes to work practices or work design to consider whether such changes could precipitate stress. Meaningfully involved in the risk assessment and risk management process Provided with access to collective and statistical data. Provided with paid time away from normal duties to attend any relevant Trade Union training in accordance with DCC time off policy Allowed reasonable time in accordance with DCC policy to conduct joint inspections of the workplace to ensure that environmental stressors are properly controlled FirstAssist Counselling/Occupational Health & Wellbeing Service The counsellor s role is to offer support and assistance, discuss the options open to the employee, and help the employee determine if and how, they want to progress matters. Therefore: advice and guidance will be offered in confidence. information will be given to the individual about the options available to assist the individual in making their own decisions. It may be appropriate for a person who is suffering from stress to have the opportunity to have face-to-face access to a counsellor. In this case, counselling can be accessed via the Occupational Health & Wellbeing Service. It plays a vital role in assisting employees, by providing a confidential avenue for impartial advice. All employees and their immediate family have access to the Telephone Counselling Service. Informal, confidential assistance can be accessed via: The FirstAssist Counselling Service on free phone quoting scheme number Further information is available on the Intranet. The Occupational Health & Wellbeing Service for advice April 2009 Page 9 of 25

12 2.5 Procedure for Managing Stress For an overview of the stress management procedure see the Employee stress management process flow chart on page 16. Tackling stress has been shown to have real benefits to organisations. It can, for example, help improve staff morale and commitment and in turn bring higher productivity and lower absenteeism. Health & Safety Executive (HSE) has identified six broad categories of risk factors for workrelated stress (see page 15). It is important to use a structured approach to risk assessment which includes: Look for the stress hazards/risks Evaluate the risks and record what needs to be done in an action plan Review and revise the assessment and actions taken Look for the stress hazards/risks Any employee who feels they are suffering from stress should raise their concerns with their line manager (if an employee feels that they can t raise the issue with their line manager, they should approach another manager, their Trade Union or Human Resources and Organisational Development). Alternatively if a manager recognises signs of stress in an employee they should raise their concerns with the employee. Further advice on managing stress including triggers of stress can be found in the Managing Stress Leaflet. If an employee is absent from work with a stress related illness, their manager should discuss the cause of the stress with the employee either during a sickness absence interview or return to work interview. Further advice on conducting a sickness absence interview or return to work interview can be found in the Managing Sickness Absence Policy. If the stress is work related the Corporate Accident/Incident/Ill-Health Report Form should be completed ((open the Corporate Health & Safety page on the Intranet and click on the Corporate Risk Assessment Forms icon to download this form). Asking the employee to complete the Stress Management Questionnaire (see page 17) or working with them on the questions should identify the cause of the stress. Even if the causes of stress are personal it is important to discuss this as work related circumstances could be seen as contributing towards the current state of health Evaluate the risks and record what needs to be done in an action plan The questionnaire should identify areas of concern which need to be discussed, addressed and documented. It is important to work together to develop a Stress Management Action Plan (see page 21) to ensure issues affecting employees are addressed. A stress management action plan will: April 2009 Page 10 of 25

13 Help you set goals to work towards Help you to prioritise Demonstrate you are serious about addressing employees concerns Provide something to evaluate and review against It is essential to discuss the problems identified in the risk assessment and try to be as specific as possible as this will help in the development of effective solutions. Also try not to take on too many actions, prioritising the main stress issues will be beneficial in producing possible interventions and actions. The Possible Interventions on page 12 may be useful in determining possible actions to consider. Once the interventions have been discussed, the action plan needs to be agreed between the employee, manager and employee trade union rep (if applicable) Review and revise the assessment and actions taken It is essential that you review and evaluate any changes you make to tackle workrelated stress. There are two elements to this: o Monitor against your action plan to ensure the agreed actions are taking place o Evaluate the effectiveness of the solutions you implement Monitor against the action plan Periodically check that agreed actions are being undertaken e.g. that agreed actions are being held, or that there is evidence that certain activities have taken place Evaluate the effectiveness of solutions It is important to ask the employee whether they feel the solutions are having the desired effect and review the action plan with the employee if appropriate. It is necessary to remember that the HSE Standards are about making steady improvements in the way stress is managed. It is critical that managers are committed to continuously working with employees to identify and address the problems in the workplace that could lead to work related stress The stress questionnaire and action plan are intended for guidance for managers and employees when discussing the management of stress and may need to be adapted to suit individual circumstances. 2.6 Good Working Practice The stress management policy, procedure and toolkit highlight the importance of tackling workplace stress with individual employees. As indicated above, the policy can be used where an employee is absent through stress or where either the manager or individual employee recognise there might be a stress- related April 2009 Page 11 of 25

14 problem. However it is also recommended that managers use the toolkit proactively and address any workplace stress which may be affecting staff within the team. By using the risk assessment as a generic document this could help manage workplace stress of all employees and prevent employee absence due to stress. It is important to assess the impact that work related stress could have on the team. For example, losing one colleague for an extended period with a stress related illness could have dramatic impact on the workload and morale of the rest of the team. By taking action to tackle the causes of stress in the workplace can prevent or reduce the impact of these problems on the team and the organisation. The HSE Management Standards are about making steady improvements to manage stress. It is critical that managers are committed to continuously working with all employees to identify and address problems in the workplace that could lead to stress related ill health. 2.7 Possible Interventions Demands Hold regular team meetings/1-1 meetings to discuss the anticipated workload for the forthcoming week(s) Develop personal work plans to ensure staff know what their job involves Allocate sufficient resources for staff to be able to do their jobs (time, equipment etc) Provide adequate training (formal or informal) and resources to help staff prioritise, or information on how they can seek help if they have conflicting priorities Consider changes to start and end times to help employees cope with pressures external to the organisation (e.g. child care, commuting etc) Allow regular breaks, especially when the work is complex or emotionally demanding Provide realistic deadlines Don t ask people to do tasks they are not trained to do Control Agree systems that enable staff to have a say over the way their work is organised or undertaken, e.g. through project meetings, 1-1, performance appraisals Hold regular discussion forums during the planning stages of projects to talk about the anticipated output and methods of working Allocate responsibility to teams to take projects forward: - discuss and define teams at the start of a project - agree objectives - agree roles - agree timescales - agree provision of managerial support, e.g. through regular progress meetings Talk about the skills people have and if they believe they are able to use these to good effect. How else would they like to use their skills? Allow and encourage staff to participate in decision making Allow staff some control over the pace of their work April 2009 Page 12 of 25

15 2.7.3 Support Hold regular 1-1/team meetings to discuss emerging issues or pressures Include work related stress/emerging pressures as a standing item for staff meetings and/or performance appraisals Ask how employees would like to access managerial support open door policies, agreed times when managers are able to discuss emerging pressures, etc Use flexibility in the workplace procedures to enable staff to cope with domestic commitments Develop training arrangements and refresher sessions to ensure training and competencies are up-to-date and appropriate for the core function s of employees jobs Talk about ways the organisation could provide support if someone is experiencing problems outside of work Ensure that staff receive sufficient training to undertake the core functions of their job Provide opportunities for career development Relationships Communicate and display DCC policy s for dealing with unacceptable behaviour e.g. bullying and harassment, grievance, discipline procedures Highlight the DCC confidential reporting code to enable the reporting of unacceptable behaviour Select or build teams which have the right blend of expertise and experience for new projects Provide training to help staff deal with and defuse difficult situations Encourage good communication and provide appropriate training to aid skill development e.g. listening skills, confidence building etc Discuss how individuals work together and how they can build positive relationships Identify ways to celebrate success e.g. informal lunches/wash-up meetings at the end of the project Create a culture where colleagues trust and encourage each other Agree which behaviours are unacceptable and ensure that people are aware of these Role Hold regular team meetings/1-1 meetings to ensure that individuals are clear about their role and know what is planned for the coming months Agree specific standards of performance for jobs and individual tasks and review periodically Introduce or revise job descriptions to help ensure that the core functions and priorities of the post are clear Ensure all new staff receive a thorough induction and that all members of the team understand the roles and responsibilities of the new recruit Define work structures clearly, so that all team members know who is doing what, and why April 2009 Page 13 of 25

16 2.7.6 Change Ensure all staff are aware of why the change is happening agree a system for doing this Define and explain the key steps of the change. Ensure employee consultation is a key element of the programme Agree methods of communicating e.g. meetings, notice boards, letters, s and the frequency e.g. weekly, monthly etc Ensure that staff are aware of the impact of the change on their jobs Involve staff in discussions about how jobs might be developed and changed. Review unit and individual work plans after the change to ensure unit and individual objectives are clear Explain what the organisation wants to achieve and why it is essential that the change(s) takes place April 2009 Page 14 of 25

17 3. Toolkit 3.1 Health & Safety Executive-Stress Management Standards-Summary Demands Employees indicate that they are able to cope with the demands of their jobs Systems are in place locally to respond to any individual concerns Control Employees indicate that they are able to have a say about the way that they do their work Systems are in place locally to respond to any individual concerns Support Employees indicate that they receive adequate information and support from their colleagues and managers/supervisors Systems are in place locally to respond to any individual concerns Relationships Role Employees indicate that they are not subjected to unacceptable behaviours e.g. bullying at work Systems are in place locally to respond to any individual concerns Employees indicate that they understand their role and responsibilities Systems are in place locally to respond to any individual concerns Change Employees indicate that the organisation engages them frequently when undergoing any organisational change Systems are in place locally to respond to any individual concerns April 2009 Page 15 of 25

18 3.2 Employee stress management process flow chart EMPLOYEE STRESS MANAGEMENT - PROCESS FLOW YES Is the cause known? NO Complete Accident /Incident/Ill Health form and send to H&S Function YES Is it work related? NO Work Identify cause(s) and take appropriate actions Both Home Questionnaire should have been used to answer yes YES Have the stressor(s) been identified? NO Provide employee with information on support services available Review work life balance and adjust where possible Provide info on counselling services available Consider referral to Occupational Health & Wellbeing Service Seek advice from as required Have you and the employee prepared and agreed an action plan to try and reduce these stressor(s)? Identify stressors via; Stress Questionnaire Occ. Health Report, RTW Interview(s) Supervisions Monitor progress via supervision sessions. YES Monitor progress via supervision sessions NO Prepare and agree action plan to reduce stressor(s) Stress Management Questionnaire obtained and analysed? April 2009 Page 16 of 25

19 3.3 Stress Management Questionnaire Many people still get confused about pressure and stress, yet there s a great deal of difference between the two. We all experience pressure on a daily basis, and need it to motivate us and enable us to perform at our best ask any athlete. However, if we experience too much pressure without the opportunity to recover, we feel unable to cope and stress is the result. HSE defines stress as, An adverse reaction a person has to excessive pressures or other types of demands placed upon them. Given an excess of pressure, stress can therefore happen to anyone, and should not be seen as a weakness. Instead, an individual needs to be helped to deal with these pressures. As reactions to stress will vary from one individual to another and may also vary at different times of our lives it s important that we learn to recognise stress and understand what to do to reduce it. This checklist recognises the fact that whilst tackling personal stress is an individual s responsibility; Durham County Council has a responsibility to help reduce any stress factors which may arise during the employment of a member of staff. During either a 1-1 meeting, Appraisal, Return to Work Interview or Sickness Absence interview a manager should ask each employee if they consider any illness/problem has been caused or made worse by his/her work duties. In the event of an employee identifying that work may have been influential in causing an absence/problem the interviewing Manager should pursue the employee s responses to following questions. The analysis is linked to the 2004 Health and Safety Executive Management Standards on work related stress and provides the opportunity for managers and the employee to consider appropriate actions to be taken. The Manager is in most instances the first line manager supervising the employee. However this may vary and it may also be appropriate for this role to be taken by another officer in particular circumstances. It would be helpful if you could complete and return this questionnaire to your manager before your next meeting with him/her so that you can discuss the issues raised and it can be used to develop an action plan to deal with them. Don t worry if you don t want to/don t manage to complete the questionnaire as your manager will talk you through it at the meeting if you would prefer. If you are in any doubt or want anything explained beforehand please talk to either your manager or trade union representative. As a result of this meeting your manager will work with you to produce an action plan that will help, where possible to address the issues that you raise. April 2009 Page 17 of 25

20 Please answer the following questions by indicating the extent to which you feel that the following factors influenced your illness. Your manager will discuss with you your responses and jointly consider with you any resulting actions. If you would prefer your responses to be considered by somebody other than your line manager then please raise this with him/her. Alternatively you can raise your preference with a member of the Human Resources and Organisational Development Team who will discuss your responses. Note: In the table below, for each of the statements in the left hand column please tick the response that most applies to you from the right hand columns. Name. Service..... Section Is this a major cause of stress? Is this a contributory cause of stress? Is this an issue for you in the workplace but not a factor in your current stress? This is not an issue for you. SECTION 1: DEMANDS a) Demands are placed upon me from a variety of sources which are difficult to achieve b) I have unachievable deadlines. c) I have to neglect some tasks because I have too much to do. d) I am unable to take sufficient breaks. e) I am pressured to work long hours. f) I have to work very fast. g) I have unrealistic time pressures. SECTION 2: CONTROL a) I cannot decide when to take a break. b) I do not have a say in my own work speed. April 2009 Page 18 of 25

21 c) I have no choice in deciding how I do my work. d) I do not have a choice in deciding what work I do. e) I do not have any say over the way I work. f) My working time is not flexible. a) I am not given supportive feedback on the work I do. b) I cannot rely on my line manager to help me out with a work problem. c) I cannot talk to my line manager about something that has upset or annoyed me about work. d) I am not supported through emotionally demanding work. e) My Line Manager does not encourage me at work. a) If work gets difficult, my colleagues do not help me. b) I do not get help and the support I need from colleagues. c) I do not receive the respect at work I deserve from my colleagues. d) My colleagues are not willing to listen to my workrelated problems. a) I am subject to personal harassment in the form of Is this a major cause of stress? SECTION 3: MANAGERS SUPPORT SECTION 4: PEER SUPPORT SECTION 5: RELATIONSHIPS Is this a contributory cause of stress? Is this an issue for you in the workplace but not a factor in your current stress? This is not an issue for you. April 2009 Page 19 of 25

22 unkind words or behaviour. b) There is friction or anger between colleagues. c) I am subject to bullying at work. d) Relationships at work are strained. a) I am not clear what is expected of me at work. b) I do not know how to go about getting my job done. c) I am not clear what my duties and responsibilities are. d) I am not clear about the goals and objectives for my Service. e) I do not understand how my work fits into the overall aim of the Service. a) I do not have sufficient opportunities to question managers about change at work. b) Staff are not always consulted about change at work. c) When changes are made at work, I am not clear how they will work out in practice. a) Relationship problems b) Financial issues c) Bereavement d) Other external pressures Is this a major cause of stress? SECTION 6: ROLE SECTION 7: CHANGE SECTION 8: EXTERNAL PRESSURE Is this a contributory cause of stress? Is this an issue for you in the workplace but not a factor in your current stress? This is not an issue for you. April 2009 Page 20 of 25

23 3.4 Stress Management Action Plan Stress Management Standards Employee response: Manager response Action Timescale for achievement Demands: could include workload, the patterns worked or environment. For example- Does employee consider that the demands placed upon them are achievable in relation to the agreed hours of work? Do their skills and abilities match the job demands (training requirements)? Is the job designed within the capability of the employee? Are concerns surrounding work environment justifiable/need to be addressed? April 2009 Page 21 of 25

24 Stress Management Standards Employee response: Manager response Action Timescale for achievement Control: could include whether the employee feels that s/he has control over the pace of work, whether encouraged to use skills and initiative and whether encouraged to develop new skills to assist in undertaking new pieces of work For example- Does the organisation/service area encourage employees to develop skills? Does the employee influence their own work patterns/when breaks can be taken? Support: could include issues such as the employee feeling they don t receive the encouragement, sponsorship and resources required in which to fulfil their role For example- Not feeling supported by the organisational, line management and/or colleagues in carrying out role. Is the employee aware of the support available and how to access this? Does the employee receive regular feedback? Relationships: could include unacceptable behaviours such as bullying or April 2009 Page 22 of 25

25 Stress Management Standards Employee response: Manager response Action Timescale for achievement harassment in the workplace, conflict or unfair treatment from a colleague, client or line manager. For example- Does the workplace promote positive behaviours in the workplace aimed at reducing conflict/unfairness? Does the workplace follow procedures and policies preventing/resolving unacceptable behaviour? Are the systems in place for the reporting of unacceptable behaviour known by the employee? Role: Could include not fully understanding the role and where it fits within the organisation/ feeling that s/he has conflicting roles in the organisation. Issues could include pressures caused by conflicting work expectations, a lack of understanding of the role and responsibilities and/or unclear expectations What information is provided to the employee to enable them to understand their role and responsibilities? Are the requirements of the employee clear in terms of what they need to achieve/do in their role? Are there systems in place to enable the employee to raise concerns about any April 2009 Page 23 of 25

26 Stress Management Standards Employee response: Manager response Action Timescale for achievement uncertainties or conflicts within their role? Change: could include feeling disengaged from the change agenda, not understanding the reasons for proposed change or the probable impact upon role. Are employees provided with regular information promoting an understanding of the changes? Do employees receive adequate consultation on the changes enabling them to understand the reasons for the proposed changes? Are employees aware of the probable impact of any change upon their jobs? Do employees have access to support during changes April 2009 Page 24 of 25

27 Stress Management Standards Employee response: Manager response Action Timescale for achievement April 2009 Page 25 of 25