= = = rkfsbopfqv=lc=proobv= STRESS POLICY - MANAGERS GUIDELINES

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1 rkfsbopfqvlcproobv STRESS POLICY - MANAGERS GUIDELINES JUNE 2006

2 eoabm^oqjbkq 1. Introduction 1.1 Stress is something that affects everyone on occasions. It is a natural reaction we all have to excessive pressure. Stress is not a disease, but can lead to illness if excessive and continues for some time. Actively taking steps to manage the cause and the effects of stress in the workplace is a vital part of good people management. 1.2 For some, the pace of change is a pressure that is both stimulating and exciting for others, it is a source of concern. Skilled managers are those who can identify the difference, and who recognize that excessive pressure causing stress can be detrimental to both the individual and ultimately the University. 1.3 You will find within this guide some practical information and advice to help you manage stress, both your own and that of the people with whom you work. A Stress Policy has been developed which outlines the University of Surrey s commitment and your responsibility as both manager and employee. There is also information about how the University of Surrey will support you to do this more effectively. 2. Adopt the attitude that stress is not a weakness, and develop this culture within your department 2.2 We all suffer pressure from time to time, and stress can affect anyone given an accumulation of circumstances. Foster the mindset that it is not a weakness to seek help if you are not coping it is a strength to admit it and do something about it. Promote this as a developmental issue. Handling stress is a proactive intervention to prevent ill health in your employees and your organisation. 3. Ensure you are not suffering from stress yourself 3.1 A stressed manager can have a knock-on effect throughout the organisation. Dealing with your own stress may prevent your staff from suffering, and can result in a more relaxed and productive atmosphere. 4. Analyse your management style and behaviour - do you need further training/help? 4.1 Ask yourself (honestly) if your management style is causing any stress. Good management is the most proactive way of reducing organisational stress. 1/2

3 eoabm^oqjbkq 4.2 A good manager: Understands the abilities of each member of their team; Has a realistic understanding of the workload and time it should take to complete a task to the required standard; Sets individual work objectives and targets and consults and discusses, as necessary, before setting these; Gives clear, effective instructions; Makes sure he/she defines roles and tasks adequately and sets priorities; At times of high workload, prepares employees ahead; Varies work where possible, and provides opportunities for individuals to influence the way they do their jobs; Delegates effectively, and not just the boring bits; Ensures staff have adequate training to do a good job, or coaches where training is not possible; Gives fast feedback (both positive and negative), and constructive criticism where necessary; Is approachable. Admits to weaknesses and takes responsibility for own mistakes; Provides support to individuals when necessary; Balances workloads across all team members. 5. Reducing Stress. Which of these could you improve upon? 5.1 Ensure the working environment is suitable A poor working environment can cause employees a great deal of stress. Make sure that there is not too much noise or overcrowding, for example. While this is sometimes impossible to change completely, many small things can be done to improve the situation. 5.2 Help your staff to cope with change no matter how big or how small Before introducing a change, listen to the views of your staff. How will it be for them? Where possible, update employees on any changes taking place, and explain the reasons for them. Identify those who resist change and help them to accept it. 2/2

4 eoabm^oqjbkq Listen to doubts and fears; explain, coach, boost self-esteem. Check how things are progressing during and after change. 5.3 Improve communication Where possible, keep employees informed of all changes and major decisions ahead of implementation. Listen to your staff and hear what they are saying. Talk to your staff informally and regularly. It will be easier for them to come to you or for you to approach them if there s a problem. Observe your staff you ll learn a lot from watching. 5.4 Think of yourself as a member of your team What causes your staff stress may be healthy pressure to you, so do not belittle it. Just because something is not a problem for you does not mean it is not a problem for others. Remember, they might cope easily with issues that cause you stress. 5.5 Assess the work-related stressors in your area Carry out a risk assessment of your area using the guidance and form for Risk assessment of work-related stressors which is available on the University s Health and Safety website. 5.6 Encourage your staff to attend a personal stress management course or provide them with tips to help themselves 5.7 Create an overall environment that promotes wellbeing Remember that happy and efficient employees will work more effectively, thus increasing their own, and the organisation s performance and productivity. 6. Managing Stress Take stress seriously ensure that there is a good two-way communication especially in times of change. Do listen; Inform your HR Manager/Officer; Have to hand a list of useful contact numbers if you find that more professional help is required; Can the stress be removed/changed set clear objectives. Good performance starts with clear goals; Set a good example in your management of pressure. 3/2

5 eoabm^oqjbkq 7. Guidance to help manage stress in your team Vary working conditions; Offer training; Distribution of work; Empower the individual to take control; Return to work plan; Look for signals of stress and take an open and understanding attitude to what people tell you about the pressure of work; Reduced hours; Involve employee; Move to new role; Make the individual feel wanted. 4/2