ITEM NO 7.6 Meeting HR and Remuneration Committee Date and Time 27 August 2013 at 14.00hrs Location Maryhill Burgh Halls, Glasgow Title of Paper Stress Management Standing Operating Procedure Item Number 7.6 Presented By Eileen Masson For Approval / For Information Approval Appendix Attached: Yes or No Yes PURPOSE 1. The purpose of this paper is to seek the HR and Remuneration Committee s approval to implement the Stress Management Standing Operating Procedure (SOP). BACKGROUND 2. This SOP applies to police officers, authority /police staff (including temporary staff), special constables and cadets. The SOP: outlines ways in which stress can be managed effectively and sensitively; highlights the causes of stress and provide information to enable supervisors and individuals to recognise and identify stress in themselves and in colleagues; clearly lay out responsibilities for the organisation, managers, supervisors and individuals in dealing with stress; provides information about support services available in helping people to manage and deal with stress. This SOP has been developed with the involvement and input of key stakeholders across the business including, for example, HR, SPA and Police Scotland Business Areas, and the Scottish Women s Development Forum. The SOP has also been fully consulted with Trade Unions and Staff Associations. Equality Impact Assessment An Equality Impact Assessment has been undertaken for this SOP. Publication This SOP will be published in September. RECOMMENDATIONS 3. Members of the SPA HR Committee are invited to approve the HR Stress Management SOP for implementation. 1
- DRAFT STRESS MANAGEMENT SOP (Police Officers and Authority/Police Staff) Standing Operating Procedure Owning Department: Human Resources Author / Reviewer: Andrea Sillars Version number: V0.7 Date Published: Due for review on: Suitable for Publication Scheme: Yes/No EIA compliant Yes/No ECHR compliant: Yes/No Diversity compliant: Yes/No Data Protection compliant: Yes/No FOI compliant: Yes/No Health & Safety compliant: Yes/No GPMS compliant: Yes/No
Contents 1. PURPOSE 2. APPLICATION 3. DEFINITIONS AND PRINCIPLES 4. PROCEDURES 5. TRAUMA RISK MANAGEMENT 6. ROLES AND RESPONSIBILITIES Appendices Appendix A List of Associated Legislation and Guidance Appendix B List of Associated Reference Documents Appendix C List of Associated Forms Appendix D - Factors Causing Stress Appendix E - Signs and Symptoms of Stress Appendix F - Management Standards 2
1. Purpose a) This Standard Operating Procedure (SOP) supports the Scottish Police Authority (SPA) / Police Service of Scotland (PSoS) Occupational Health and Wellbeing Policy. b) The purpose of this SOP is to: outline ways in which stress can be managed effectively and sensitively; highlight the causes of stress (refer to Appendix D) and provide information (refer to Appendix E) to enable supervisors and individuals to recognise and identify stress in themselves and in colleagues; clearly lay out responsibilities for the organisation, managers, supervisors and individuals in dealing with stress; provide information about support services available in helping people to manage and deal with stress (refer to Appendix F). 2. Application a) This SOP applies to all police officers, authority /police staff (including temporary staff), special constables and cadets. For ease of reference the collective term for those outlined above will be individual/s. 3. Definitions and Principles a) Stress can be defined as: The adverse reaction people have to excessive pressures or the types of demands placed upon them which can manifest as a physical and mental response to too much or too little pressure. b) Policing can be a physically and mentally challenging and demanding job and there is an expectation that individuals will have the skills and ability to manage stressful and difficult situations. Individuals have a responsibility, with a duty to themselves and others, to minimise stress by behaving responsibly, acting reasonably and reporting any concerns they may have regarding stress. This could be through Line Management, the Employee Assistance Programme (EAP)/counselling service, Trade Unions or Staff Associations. c) SPA/PSoS have a statutory duty under the Health & Safety Act 1974 to provide and maintain a healthy and safe working environment for all individuals. In addition to physical health at work, SPA/PSoS is committed to trying to prevent and manage work-related stress, and to provide advice and support in respect of personal/ domestic stress. d) SPA/PSoS are committed to creating an environment where individuals are able to cope successfully with the demands and pressures of work, providing support to individuals whose health and wellbeing are affected by stress, creating an environment where stress is, where possible, minimised, and providing education and training on recognising and managing stress. 3
4. Procedures a) Individuals who feel their health is being affected as a result of either work-related or personal issues should report this, in confidence, to their supervisor, Line Management, the EAP, Trade Unions or Staff Associations. The individual may selfrefer to the EAP/counselling service. b) Supervisors must take action to support and monitor individuals who have informed them that they are displaying symptoms of stress (examples of which are provided in appendix E). Supervisors are to make their own line managers and Human Resources (HR) aware of anyone who has highlighted that they are suffering from stress symptoms. c) Supervisors are to consider, in conjunction with HR, whether or not a referral to Occupational Health is required and recommend that the individual contacts the EAP/counselling service provider. Where an individual has disclosed that the cause of the stress is not work-related, line managers should consider whether or not it is appropriate to consider other work support e.g. flexi working to provide short-term support. d) Managers and supervisors are to carry out a risk assessment using the tool in the document available on the intranet The Management of Stress (Guidance on Stress Risk Assessment). e) Whilst recognising that Line Managers have primary responsibility for managing staff, supervisors, individuals, HR and Occupational Health, should, if appropriate, and taking into account confidentiality issues, work together to support individuals suffering from stress. f) If necessary, a case conference can be organised to look at ways in which support can be offered to an individual and how they can be managed. g) If the first notification is through receipt of a Fit Note then the Line manager should contact the individual and offer support. 5. Trauma Risk Management (TRiM) a) In the current climate of police work there will be occasions where individuals will be exposed to traumatic/critical incidents. These critical incidents are events with the potential of having a distressing impact on individuals or groups. Many individuals cope with these events, but others may develop physical and/or emotional and psychological problems. As a continuation of the support offered to their staff, SPA/PSoS aim to provide an organised approach to the management of stress through a procedure known as Trauma Risk Management (TRiM). b) Managers and supervisors have a responsibility to monitor incidents and individuals and to arrange TRiM assessments where appropriate. Managers and supervisors are to acquaint themselves with the Trauma Risk Management SOP, and to ensure that they are aware of their own role within this process. 4
6. Roles and Responsibilities 6.1 Responsibilities a) Everyone has a personal responsibility for their own health and safety. 6.1.1 Individuals a) Individuals are ultimately responsible for their own health and wellbeing. It is, therefore, essential that individuals constantly "self-assess" to ensure that they are coping physically, mentally, emotionally and psychologically. All individuals are responsible for: recognising that they have a responsibility for their own personal health and safety and to take steps to manage and maintain their own health and fitness; identifying factors which may cause excessive stress and discuss these issues with their line manager, Occupational Health, HR or Counselling Service prior to them escalating; attending appropriate training courses provided in relation to stress and the workplace environment, which will help them understand stress and how to deal with it. Accept opportunities for support or counselling when offered; be aware of their statutory obligation to report any illness which they feel may be caused or exacerbated by work; take account of the Working Time Regulations best practice that indicates that they should not exceed an average of 48 hours working time per week over a rolling 17 week period. 6.1.2 Line Managers/Supervisors a) All line managers and supervisors must take all reasonable steps to identify and manage factors in their respective areas that may cause excessive stress. Line managers/supervisors are responsible for: encouraging a workplace culture where both mental and physical wellbeing are regarded as equally important; conducting and, as far as is reasonably practicable, implement recommendations of risk assessments in line with SPA/PSoS risk assessment processes to ensure early identification of stress. This should be completed prior to any referral to Occupational health and should be attached if a referral is required; promoting a culture of open communication between supervisors and individuals under their management to prevent stress from occurring; ensuring individuals under their management are fully trained to undertake their duties and responsibilities; ensuring individuals under their management are provided with appropriate development opportunities and that annual Performance Development Reviews (PDRs) are completed fairly and on time; 5
monitoring and review workloads to ensure these are appropriate and evenly distributed within teams; monitoring working hours, holidays and overtime to ensure individuals under their management are not working excessive hours in contravention of the Working Time Regulations or the principles of work/life balance; promoting a culture where bullying and harassment is not tolerated within their operational area; speaking to any individual who appears to be suffering from stress as soon as is reasonably practicable. Early intervention is vital before a "breakdown situation" or before absence develops. Line managers should be aware that individuals under their management might prefer to speak to another supervisor or EAP/counselling service; trying to identify what is causing the stress - work related or personal. If the stress is work related, discuss possible ways of relieving the stress and develop action plans with reviews in place. If this is non-work-related, encourage individuals to seek help through their GP, but also suggest a referral to the EAP/counselling service; making a referral to Occupational Health (see Attendance Management SOP for further information on making an Occupational Health referral); liaising with HR to ascertain if there are any reasonable adjustments that can be made to the individual s duties, responsibilities or post, in an effort to reduce the cause of work-related stress; speaking with the individual on a regular basis to ascertain if the situation has improved, or to identify if anything further can be done as a means of reducing the work-related stress; arranging TRiM for individuals who have been involved in any incident that has the potential to overwhelm their usual ability to cope and which may interfere with the functioning of a person's coping mechanism immediately or in the future. 6.1.3 SPA/PSoS a) SPA/PSoS have a statutory duty under the Health & Safety Act 1974 to provide and maintain a healthy and safe working environment for all individuals. The Chief Constable/SPA Chief Executive Officer and all managers are responsible for: promoting a workplace that is free from bullying and harassment and that encourages open and transparent, two-way communication; abiding by legal obligations under the Management of Health & Safety at Work Regulations 1999 and the Health & Safety at Work Act 1974; providing support to individuals who are involved in traumatic/stressful situations through the use of TRiM; promoting and support SPA/PSoS support structures, such as occupational health provision, counselling service and HR and, where possible, take account of 6
recommendations from those professionals; Communicating and managing change acknowledging that change can be a major cause of stress. 6.1.4 Occupational Health a) The Occupational Health provider is responsible for: providing specialist advice and professional opinion to HR and to managers; providing pre-employment screening for high risk roles e.g firearms supporting managers who are managing individuals who have been off work with stress and advises individuals and their managers on a planned and, where necessary, phased return to work; providing access to advice on training and education on identifying and managing stress. Onward referral to specialist agencies as required. 6.1.5 Health & Safety a) The Health & Safety Board and health and safety Committees will oversee monitoring of the SOP and other measures to reduce stress and promote workplace health and safety. b) The Health and Safety function is responsible for: providing training and support to managers and all individuals in the risk assessment process; providing data to managers on incidents and accidents. 6.1.6 Human Resources a) HR has the same responsibilities as line managers/supervisors, but their additional responsibilities include: ensuring that job descriptions are accurate and clear regarding roles, responsibilities and accountability; providing advice and guidance to managers on this SOP and other related HR SOPs as required ; consideration of other interventions e.g mediation; assisting in monitoring the effectiveness to address stress by collating sickness absence statistics; overseeing management referrals to Occupational Health and supporting managers; liaising with and accept professional opinion from the occupational health service; 7
supporting individuals who have been absent from work due to stress, and advise them and their line managers on planned/phased return to work. SPA/PSoS recognises that for an individual, not knowing if and when they will return to work, can add to their stress. Also, a vacant post can cause stress for both managers and colleagues; monitoring data including sickness absence, grievances, turnover and exit interviews relating to stress to determine the effectiveness of measures to manage stress; advising managers where hotspots of stress are identified and ensure that a strategy to tackle stress is identified and implemented. 8
LIST OF ASSOCIATED LEGISLATION AND GUIDANCE APPENDIX A Equality Act 2010 Health and Safety at Work Act 1974 Management of Health and Safety at Work Regulations 1999 Prevention from Harassment Act 1997 Working Time Regulations 1998 9
APPENDIX B LIST OF ASSOCIATED REFERENCE DOCUMENTS Relevant SPA/PSoS policies are available on the intranet including: Occupational Health and Wellbeing Policy Relevant SPA/PSoS SOPs are available on the intranet including: Attendance Management SOP Equality, Diversity and Dignity SOP Health & Safety SOP/Policy and Risk Assessments Trauma Risk Management SOP Relevant SPA/PSoS guidance documents are available on the intranet including: Guide to Managing Stress Strategy for a Healthy Police Service Stress Management and Prevention (Working Together to Reduce Stress) Document Stress Risk Assessment Wellbeing Zone 10
There are no forms for this SOP. LIST OF ASSOCIATED FORMS APPENDIX C 11
Factors Causing Stress APPENDIX D Stress is a physical and mental response to too much or too little pressure. It is the adverse reaction people have to excessive pressures or the types of demands placed upon them. Situations or demands that stress one person may not stress another. Stress may be apparent at one point in someone s life but may not occur at another. Excessive workload Lack of control of workload or situation Poor work relationships colleague(s) or manager(s) Bullying, harassment, discrimination and victimisation Continual or rapid change Lack of job security Responsibility without authority Low managerial support Personality conflicts Poor communications Insufficient training Frustrated career development There are also significant events that occur in the lives of people that may add considerably to the pressure experienced. These may be: Death of partner or close family member Serious or long-term illness of self or close family member Criminal prosecution Divorce or separation New child Change of job Moving house Caring responsibilities for someone with a disability or serious or long-term illness Financial problems 12
Signs and Symptoms of Stress APPENDIX E Any individual at any level can experience stress and there are many different symptoms that can be experienced. The list below is given by way of example only and is in no way intended to be exhaustive or determinative: Behavioural Symptoms Comfort eating or loss of appetite Increased smoking, caffeine or alcohol Irritability and aggression Forgetfulness Moodiness and sulking Insomnia Withdrawal from social contact Obsessive behaviours Crying Physical Symptoms Frequent headaches/migraine Indigestion Weight loss/gain Frequent colds/infections Diarrhoea/irritable bowel Excessive perspiration Skin disorders Nervous tics Neck/shoulder muscle pains Generally deteriorating appearance Tiredness/lethargy Emotional Symptoms Anxiety De-motivation Low self esteem Feelings of helplessness Feelings of pointlessness Anger Sadness Depression Thinking Style Negative thinking Indecisiveness Poor concentration Blinkered thinking Getting things out of proportion Obsessive thinking Constant criticism of self or others 13
Cynicism 14
Management Standards (as defined by the HSE) APPENDIX F Demands Includes issues like workload, work patterns and the work environment. The Standard is that: Individuals indicate that they are able to cope with the demands of their job; Systems are in place locally to respond to any individual concerns. What should be happening? Control The organisation provides individuals with adequate and achievable demands in relation to the agreed hours of work; People s skills and abilities are matched to the job demands; Jobs, including acting posts and Responsibility Allowance, are designed to be within the capabilities of the individuals; Individual s reasonable concerns about their work environment are addressed. Includes how much say the person has in the way they do their work. The Standard is that: Individuals indicate that they are able to have a say about the way they do their work; Systems are in place locally to respond to any individual concerns. What should be happening? Where possible, individuals have control over their pace of work; Individuals are encouraged to use their skills and initiative to do their work; Where possible, individuals are encouraged to develop new skills to help them undertake new and challenging pieces of work; The organisation encourages individuals to develop their skills; Individuals have a say over when breaks can be taken, although it is recognised that on some occasions service has to be a priority; Individuals are consulted over their work patterns. Support Includes the encouragement, sponsorship and resources provided by the organisation, line management and colleagues. The Standard is that: Individuals indicate that they receive adequate information and support from their colleagues and supervisors; Systems are in place locally to respond to any individual concerns. 15
What should be happening? The organisation has policies and procedures to adequately support individuals; Systems are in place to enable and encourage managers to support individuals under their management; Systems are in place to enable and encourage individuals to support their colleagues; Individuals know what support is available and how and when to access it; Individuals know how to access the required resources to do their job; Individuals receive regular and constructive feedback. Relationships Includes promoting positive working to avoid conflict and dealing with unacceptable behaviour. The Standard is that: Individuals 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. What should be happening? Role The organisation promotes positive behaviours at work to avoid conflict and ensure fairness; Individuals share information relevant to their work; The organisation has agreed policies and procedures to prevent or resolve unacceptable behaviour; Systems are in place to enable and encourage managers to deal with unacceptable behaviour; Systems are in place to enable and encourage individuals to report unacceptable behaviour. Includes whether people understand their role within the organisation and whether the organisation ensures they do not have conflicting roles. The Standard is that: Individuals indicate that they understand their role and responsibilities; Systems are in place locally to respond to any individual concerns. What should be happening? The organisation ensures that, as far as possible, the different requirements it places upon individuals are compatible; The organisation provides information to enable individuals to understand their role and responsibilities; The organisation ensures that, as far as possible, the requirements it places upon individuals are clear; Systems are in place to enable individuals to raise concerns about any uncertainties or conflicts they have in their role and responsibilities. 16
Change Includes how organisational change (large or small) is managed and communicated in the organisation. The Standard is that: Individuals indicate that the organisation engages with them frequently when undergoing an organisational change; Systems are in place locally to respond to any individual concerns. What should be happening? The organisation provides individuals with timely information to enable them to understand the reasons for proposed changes; The organisation ensures adequate consultation on changes and provides opportunities for individuals to influence proposals; Individuals are aware of the probable impact of any changes to their jobs. If necessary, individuals are given training to support any changes in their jobs; Individuals are aware of the timetable for changes; Individuals have access to relevant support during changes. (Statements sourced from HSE) 17