MANAGEMENT OF STRESS AND MENTAL HEALTH WELLBEING IN THE WORKPLACE POLICY. UHB 071 Version No: 1 Previous Trust / LHB Ref No:

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1 MANAGEMENT OF STRESS AND MENTAL HEALTH WELLBEING IN THE WORKPLACE POLICY Reference No: UHB 071 Version No: 1 Previous Trust / LHB Ref No: T/310 Documents to read alongside this Health & Safety, Occupational Health, Sickness Absence, Rehabilitation, Redeployment, Alcohol, Drug and Substance Misuse, Dignity at Work, Minimal Manual Handling Classification of document: Area for Circulation: Author: Executive Lead: Group Consulted Via/ Committee: Ratified by: Corporate UHB Wide Consultant Clinical Psychologist Director of Workforce & Organisational Development Mental Health Wellbeing Steering Group Operational Health & Safety Group Health & Safety Committee Date of Approval: 12 th April 2011 Date of Review: 12 th April 2014 Date Published: 22 nd August 2011 Disclaimer When using this document please ensure that the version you are using is the most up to date either by checking on the UHB database for any new versions. If the review date has passed please contact the author. OUT OF DATE POLICY DOCUMENTS MUST NOT BE RELIED ON Management of Stress and Mental Page 1 of 12 Ref: UHB 071

2 Version Number Date of Review Approved Date Published Summary of Amendments UHB 1 12/04/ /08/11 New policy to replace Trust Version 310 Management of Stress and Mental Page 2 of 12 Ref: UHB 071

3 MANAGEMENT OF STRESS AND MENTAL HEALTH WELLBEING IN THE WORKPLACE POLICY CONTENTS Page No. 1. Introduction 4 2. Statement 4 3. Definition Of Stress 5 4. Aims 5 5. Objectives 6 6. Responsibilities 7 7. Resources Training Communications & Implementation Equality And Diversity Assessment Review 12 Management of Stress and Mental Page 3 of 12 Ref: UHB 071

4 1.0 INTRODUCTION This policy deals with work induced stress, no matter how it is caused and is intended to be a framework document which individual Divisions can supplement with their own procedures and guidelines reflecting the principles of this policy and individual needs of that service area. Stress is not an inevitable result of work, staff suffering from stress are not weak or to blame. It is, in fact the second most common cause of absenteeism from work and accounts for 10% of work related absence. Nationally 90 million working days are lost to stress at a cost of 1.3 billion. The Stress Management Standards approach has been developed by the Health and Safety Executive (HSE) to reduce the levels of work-related stress. These Standards provide guidance on good practice through risk assessment, allow measurement of the current situation using surveys and other techniques, and promotes active discussions with employees to help decide upon the practical improvements that can be made through the use of focus groups. The Management Standards cover six primary sources of stress at work. These are: Demands e.g: workload, work patterns and the work environment Control e.g: how much say the person has in the way they do their work Support e.g: the encouragement, sponsorship and resources provided Relationships e.g: promoting positive working and dealing with unacceptable behaviour. Role e.g: people understand their role within the organisation Change e.g: how organisational change (large or small) is managed and communicated 2.0 POLICY STATEMENT 2.1 This policy sets out the University Health Board s aims and objectives for the management of health in relation to stress at work. 2.2 The UHB is committed to promoting a healthy and supportive working environment, because the UHB believes that its staff are its most important asset and that their well-being is essential to effective work performance and the provision of high quality services. 2.3 To ensure that strategies for monitoring and tackling stress at work are prioritised and integrated within the corporate strategy at the highest level of the organisation, the UHB has appointed an Executive Director to lead on the implementation of this policy. 2.4 Whilst the UHB has no control over external or personal factors, it is committed, where possible, to manage risks which are within its control. It is also committed to develop procedures, staff development measures and support systems to help all staff understand and recognise the nature and causes of stress and to take positive steps to manage stress effectively I Management of Stress and Mental Page 4 of 12 Ref: UHB 071

5 including encouraging employees to achieve a good work-life balance in order to enhance their well-being. 3.0 DEFINITION OF STRESS 3.1 Stress may be defined as the adverse reaction people have to excessive pressure or other types of demand placed on them. What triggers stress and the capacity to deal with stress varies from person to person. Individuals react in different ways to similar situations. Work related stress occurs where people perceive they cannot cope with what is being asked of them at work. No one is immune to work related stress. 3.2 Stress is not an illness but, if experienced for a prolonged period, can result in psychological illness such as anxiety, depression or physical symptoms such as headaches and, if particularly severe, it is thought to be able to contribute to physical illnesses such as high blood pressure or heart disease and susceptibility to frequent minor illness. Developing coping strategies such as taking exercise and finding ways of relaxing can help combat the effects of stress. Regrettably people experiencing stress often adopt negative coping strategies such as drinking too much alcohol and caffeine, skipping meals and smoking, all of which can compound the problem. 3.3 At an organisational level stress can result in deterioration of morale, performance and increased staff turnover. Sickness absence due to stress can cause a domino effect where increased workload due to sickness absence of a colleague can in turn lead to increased workload pressures and stress in other members of the team. 3.4 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 a positive state if managed correctly, and stress which can be detrimental to health. 4.0 AIMS 4.1 To maximise the psychological health and well-being of all staff. 4.2 To encourage the creation of a working environment in which employees and managers are proactive in the identification of opportunities to enhance employee well-being. 4.3 To promote a healthy and safe environment this fosters a culture of trust, co-operation and mutual respect and within which all staff treat each other with dignity. 4.4 To develop a culture that is supportive and non judgmental of people with mental health problems. Management of Stress and Mental Page 5 of 12 Ref: UHB 071

6 4.5 To provide timely, effective and appropriate assistance for staff in managing stress in themselves and in others. In particular, to encourage better individual recognition and management of personal health issues, which is particularly important for issues of mental well-being where stress can be a response to a number of factors. 4.6 To recognise the links between mental health and musculoskeletal problems and where identified to provide advice and assistance. 4.7 To reduce and, if possible, control risks to mental health in relation to work. 4.8 To recognise that the best interests of the UHB can be met when a balance between the aspirations, ambitions and demands of the Health Board and those of its staff are achieved. 4.9 To recognise that action to prevent stress is far more effective than dealing with it after it has arisen. 5.0 OBJECTIVES 5.1 All employees will be treated with respect and dignity and will be provided with information to make informed decisions regarding their options. 5.2 All employees will have the opportunity to attend appropriate staff development events organised by the UHB. 5.3 Staff in managerial and supervisory roles will be offered appropriate training in good management practices for dealing with cases of stress and will also be responsible for discharging their responsibilities appropriately under relevant legislation. 5.4 Managers will identify all workplace stressors and conduct risk assessments to eliminate stress or control the risks from stress. These risk assessments will be regularly reviewed. 5.5 The UHB will provide brief structured confidential counselling for staff affected by stress caused by either work or external factors through the Employee Wellbeing Service 5.6 The UHB will provide adequate resources to enable managers to implement the organisations agreed stress management strategy. 5.7 All cases will be dealt with in accordance with the UHB's policies on Equality, Diversity and Human Rights. The UHB aims to secure equality of opportunity in all its activities, and in this respect, all staff should maintain a positive attitude towards equality of employment. 5.8 Cases will be treated with the utmost confidentiality and related documentation will be subject to the provisions of the Data Protection Act (DPA). Management of Stress and Mental Page 6 of 12 Ref: UHB 071

7 5.9 The UHB will not disadvantage unfairly an employee who admits to suffering from work-related stress. An employee will be considered for any position for which she or he has the necessary skills and experience and is fit to undertake. 6.0 RESPONSIBILITIES Under the terms of The Health & Safety at Work act 1974 the UHB has a general duty of care to ensure the health and safety of its employees as far as is reasonably practicable. The Management of Health and Safety at Work Regulations 1999 requires employers to assess the degree of stress in the work place, apply the principles of risk reduction and control and to ensure employees are trained and instructed for their job and in recognising and managing stress. Responsibility for the effective management of stress rests at all levels of the organisation: 6.1 Executive Lead The Director of Workforce and Organisational Development is the nominated Executive Lead and shall be responsible for monitoring the implementation of and compliance with this policy. The Executive Lead will also be instrumental in securing appropriate resources for the effective implementation and for bringing to the attention of the UHB Board any progress or shortfalls. 6.2 Managers Managers are responsible for managing the risks to health by assessing the risks of psychosocial hazards in the workplace: Conduct and implement recommendations of risks assessments within their jurisdiction. Ensure good communication between management and staff, particularly where there are organisational and procedural changes. Ensure staff are fully trained to discharge their duties. Ensure staff are provided with meaningful developmental opportunities. Monitor workloads to ensure that staff are not overloaded in relation to the management standards e.g. control, support, demands. Monitor working hours and overtime to ensure that staff are not overworking. Monitor holidays to ensure that staff are taking their full entitlement. Management of Stress and Mental Page 7 of 12 Ref: UHB 071

8 Attend training as requested in good management practice and health and safety. Ensure that bullying and harassment is not tolerated within their jurisdiction. Consider working conditions in relation to management standards e.g. demands, control, role, support, relationships and change. Be vigilant and offer additional support to a member of staff who is experiencing stress outside work e.g. bereavement or separation or following a serious incident at work. The current evidence suggests that information regarding possible symptoms and practical support are the most helpful. The Employee Wellbeing Service has information available for managers to give staff following serious and/or traumatic incidents. 6.3 Health and Safety Department Provide specialist advice and awareness training on stress. Train and support managers in implementing stress risk assessments. Inform the Executive Lead and the Health and Safety Committee of any changes and developments in the field of stress at work Risk Assessment The Health and Safety Department will offer advice and instruction to managers on undertaking Risk Assessments. Managers may also use the Health and Safety Executive Stress Management Standards Indicator tool to identify workplace stressors and suitable control measures Occupational Health Department Support individuals who are stressed and in work through the drop-in clinic. Advise managers who are supporting stressed employees. Provide information on the Employee Wellbeing Service and recommend self referral where appropriate to the Employee Wellbeing Service Counsellors, the employee s GP or specialist agencies as required. Assess individuals who have been absent from work because of stress and advise them and their managers on planned return to work using the Rehabilitation as appropriate. Produce anonymised data on the Occupational Health referrals including percentage of work related stress referrals for consideration by the UHB s Health and Safety Committee on an annual basis. Management of Stress and Mental Page 8 of 12 Ref: UHB 071

9 Participate in UHB programmes to reduce work related stress Monitor and review the effectiveness of measures to reduce stress. 6.5 Employee Wellbeing Service Provide a timely, independent and confidential counselling service to all staff Deliver integrated, evidence based, brief therapeutic interventions for employees vulnerable to stress Promoting work practices that enhance the wellbeing of staff Offering consultation at 3 levels, these being; o Organisational Psychology; Tackling Stress at Source o Training in Psychological Skills (Psycho education) to promote mental wellbeing and psychological resilience Employee Assistance/Counselling/ Guided Self Help Provide therapeutic support as designated by the priority track pathway for staff following incidents of violence and aggression and act as a resource providing appropriate training and support for occupational health nurses and managers as designated by the Violence and Aggression Ministerial Guidance (2008) implementation Group Conduct a quarterly Stress Mapping Exercise to identify those areas within the UHB that represent potential hotspots of staff stress. Conduct Psychologically informed Organisational Health interventions to identify and address the causes of work related stress at source. 6.6 Workforce and OD Assist in monitoring the effectiveness of measures to address stress by collating sickness absence statistics. Advise managers and individuals on training opportunities and requirements. Provide continuing support to managers and individuals in a changing environment and encourage referral to occupational workplace counsellors where appropriate. Provide support for the implementation of the Cardinus E-Learning Package In cooperation with the Employee Wellbeing Service develop a dual Pathway approach to addressing stress in the workplace aimed to increase stress awareness, workplace resilience and wellbeing and to reduce vulnerability to sickness absence. Management of Stress and Mental Page 9 of 12 Ref: UHB 071

10 Develop a hierarchy of interventions supported by psychological consultation to support preventative approaches to tackling stress in the workplace. This will include organisational health review, mediation, mediator and facilitator resource and Dignity at Work Support. In addition make available interventions for Departments in which there has been a serious incident e.g. psychological first aider programmes, information and support for managers and staff, psychological consultation if required. Produce anonymised data on the following areas for consideration by the UHB s Health and Safety Committee on an annual basis: Sickness absence data clusters, trends, irregular attendance, diagnosis of stress Ill health retirements reasons, clusters Staff turnover Grievance and harassment cases Performance appraisal Return to work interviews Exit interviews 6.7 Employees Raise issues of concern with their Line Manager, Occupational Health, Health and Safety Representative or Human Resources. Accept opportunities for counselling if appropriate. 6.8 Health and Safety Committee The Health and Safety Committee will perform a pivotal role in ensuring that this policy is implemented. Psychological consultation provided by the Employee Wellbeing Service will be used to inform the decision making of this Committee on issues in relation to stress, psychological factors, organisational health and employee wellbeing initiatives. The Health and Safety Committee will oversee monitoring of the efficacy of the policy and other measures to reduce stress and promote workplace health and safety. The Committee will receive bi-annual performance reports of update training and accessibility to counselling services. 7.0 RESOURCES 7.1 With respect to resource implications identified within this policy, much of the policy reflects current arrangements and as such identifies no additional resource need. 8.0 TRAINING 8.1 The UHB Stress and enactment arrangements will be brought to the attention of all new staff at corporate induction. Management of Stress and Mental Page 10 of 12 Ref: UHB 071

11 8.2 Training will be provided to Managers and Staff in supervisory roles in good management practices for dealing with cases of stress. 8.3 Awareness of the Stress and its requirements will be given as part of Mandatory Training and the Cardinus e-learning programme. 9.0 COMMUNICATIONS AND IMPLEMENTATION 9.1 A copy of this is available on the UHB Intranet site. For those staff without access to the intranet, it will be the responsibility of the area manager to post a hard copy of the in a prominent location. 9.2 All employees should assume responsibility to read and understand the relevant sections. 9.3 The Mental Health Well Being Steering Group, a sub committee of the Health and Safety Committee and chaired by the Assistant Director of OD will progress the implementation of the policy. 9.4 Reference to the policy and details of accessing the Employee Well Being Services are included in the Staff Handbook. 9.5 Other UHB Policies/Protocols/Guidelines which may need to be crossreferenced are: 10.0 EQUALITY STATEMENT The UHB is committed to ensuring that, as far as is reasonably practicable, the way it provides services to the public and the way it treat its staff reflects their individual needs and does not discriminate against individuals or groups. The UHB has undertaken an Equality Impact Assessment and received feedback on this policy and the way it operates. The UHB wanted to know of any possible or actual impact that this policy may have on any groups in respect of gender (including maternity and pregnancy as well as marriage or civil partnership issues), race, disability, sexual orientation, Welsh language, religion or belief, transgender, age or other protected characteristics. The assessment found that there was no impact to the equality groups mentioned. Where appropriate the UHB will make plans for the necessary actions required to minimise any stated impact to ensure that it meets its responsibilities under the equalities and human rights legislation. Should a member of staff or any other person require access to this policy in another language or format (such as braille or large print) they can do so by contacting the Health, Safety & Environment Department. Cardiff and Vale University Local Health Board will do its utmost to support and develop equitable access to all policies and procedures. Management of Stress and Mental Page 11 of 12 Ref: UHB 071

12 The will reflect Healthcare Standard 2 which requires Boards to actively promote equality and human rights and to challenge discrimination. This has had an equality impact assessment and has shown there will be no adverse effect or discrimination made on any particular or individual group REVIEWING THE POLICY The will be reviewed within three years of implementation or as the UHB changes and/or when legislation, codes of practice and official guidance dictate, by the Director of Workforce and OD. Management of Stress and Mental Page 12 of 12 Ref: UHB 071