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Prevention and Management
of Work Related Stress
CU-SHE-PROC-3.14
Contents
1
Purpose ..................................................................................................................................... 1
2
Scope ........................................................................................................................................ 2
3
Definitions of WRS .................................................................................................................... 2
4
Responsibilities .......................................................................................................................... 2
5
Training and Competency.......................................................................................................... 5
6
Procedure .................................................................................................................................. 5
7
Records ..................................................................................................................................... 7
7
Review ....................................................................................................................................... 8
8
References and Links ................................................................................................................ 8
9
Appendices List ......................................................................................................................... 8
10 Document Control .................................................................................................................... 18
1
Purpose
1.1
This procedure outlines the way in which the University will aim to prevent work-related
stress (WRS) and how this will be managed, should staff experience WRS.
1.2
Whilst there is no legislation specifically relating to WRS, the University recognises its
responsibilities under the Management of Health and Safety at Work Regulations 1999.
1.3
The University is committed to minimising the risk of the harmful effects of WRS by:
Increasing awareness and understanding of WRS-related issues through training and
health promotion
Identifying workplace stressors and manage the risks that arise from them in order to
minimise the effects of WRS
Providing adequate resources to enable managers to implement the University’s agreed
WRS management procedures
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Consulting with Trade Union Safety Representatives on proposed action relating to the
prevention of workplace stress
Providing confidential counselling for individuals affected by WRS or external factors
which impinge on their work
Adopting a risk-based approach to the management of potential stressors in the
workplace
Ensuring all reports of WRS are appropriately dealt with and the possible causes are
identified
2
Scope
2.1
This procedure applies to all University staff. Support for students who are experiencing
difficulties can be sought from the Student Advise Centre.
3
Definitions of WRS
3.1
The University accepts the definition provided by the Health and Safety Executive that WRS
is the adverse reaction people have to excessive pressures or other types of demand
placed on them at work.
3.2
The University recognises that there is a clear distinction between work pressure which can
be a motivating factor and WRS, which can occur when this pressure becomes excessive.
3.3
There are many causes of WRS-related stress and individuals cope in different ways to
manage that stress. There are six major categories of WRS identified by the HSE and an
explanation of these categories is outlined in Appendix 1. They are broadly recognised as:
Demands: This includes issues such as workload, work patterns and the work
environment
Control: This relates to how much say a person has in the way they undertake their
work
Support: This includes the encouragement, sponsorship and resources provided by the
organisation, line management and work colleagues
Relationships: This involves promoting positive working to avoid conflict and dealing
with unacceptable behaviours
Role: This takes account of whether people understand their role within the organisation
and whether the organisation ensures they do not have conflicting roles
Change: This embraces how organisational change (large or small) is managed and
communicated in the organisation
4
Responsibilities
4.1
Vice-Chancellor
To actively promote this procedure throughout the University’s Executive Team
To report, as required, to Council on the effectiveness of this procedure
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4.2
Pro-Vice-Chancellors/Directors
Active implementation and promotion of the principles and behaviours minimising WRS
Alertness to employees’ personal circumstances and offering additional support, where
appropriate, to members of staff experiencing risks to their wellbeing derived from
outside work, e.g. bereavement or separation
Ensuring effective communication between management and staff
In particular, ensuring effective communication where there are organisational and /or
procedural changes that may give rise to increased levels of WRS in the workplace
Where there are organisational changes being planned, ensure that the possible impact
of these on employee WRS is appropriately assessed
Ensuring that bullying, harassment and discrimination are not tolerated in the
School/Service Unit
4.3
Director of Human Resources
Provide relevant data and feedback to Cranfield University Health and Safety
Committee. This will include appropriate information from the following sources:
o Employee Assistance Programme
o Sickness absence records
o Turnover rates
o Exit interviews
o Grievance meetings
Engage and communicate with staff about this issue and raise awareness
Engage effectively with Trade Union Representatives to ensure appropriate workforce
involvement in change processes
Support line managers in managing individuals experiencing stress and helping them
return to work
To work with others, including the Health and Safety Department and line managers, in
implementing solutions identified by staff and monitoring and reviewing their
effectiveness
Ensuring appropriate policies and procedures are in place and reviewed as required
Raise awareness amongst all staff of the importance of work/life balance and the
opportunities to achieve this with the University
Providing appropriate training in relation to the implementation of relevant procedures
4.3
Head of Health and Safety Department
Act as a champion for the process
Assist in the data collection and analysis
Work closely with human resource and occupational health advisors
Engage and communicate with employees and particularly employee or Trade Union
Representatives
Provide a focus for expertise on undertaking risk assessments
Contribute towards training for managers
4.4
Managers and Supervisors
Individual managers and supervisors have responsibility for playing a key role in the
implementation of this procedure. They will:
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Ensure good practice in all areas of staff management throughout employment
Ensure good communication between management and staff, particularly where there
are organisational and procedural changes
Monitor workloads to ensure, as far as possible that people have a balanced workload.
One way of addressing this within Schools is through Agresso and the submission of
time sheets
Attend training as required in good management practice and health and safety
Ensure that harassment, bullying and issues of discrimination are addressed within their
area of responsibility
Ensure that employees are consulted at all times over all aspects of their employment
that may cause WRS or impact on their health and wellbeing when changes affecting
them are planned
Ensure that employees receive appropriate training and resources to carry out their
duties
Ensure that staff are provided with appropriate developmental opportunities
Manage absence in accordance with the Absence Management Policy
Consider workloads to ensure jobs are realistic and manageable
Monitor working hours, overtime and holidays to encourage individuals to take breaks as
required by legislation
Familiarise themselves with the Dignity at Work Policy concerning bullying and
harassment and ensure that employees are aware that this is not tolerated by the
University
Recognise that employees may have experiences in their personal lives that may make
them vulnerable to pressures at work and which may have a temporary influence on
their work performance e.g. health issues or personal circumstances
Treat all discussions with employees around personal stress as confidential unless it is
necessary to involve others to deal with the issue and the employee gives
written/explicit agreement for disclosure
Where appropriate engage with Health and Safety, HR Representative or Trade Union
Representatives to resolve positively any actual or potential case of WRS
4.5
Employees
Take reasonable care of their own health and safety and co-operate with the University
in any measures taken to reduce WRS
Be committed to avoiding causing health and wellbeing problems for other employees,
including acting in accordance with the principles of the Dignity at Work Policy
Be proactive in identifying occasions when they may be suffering from health and
wellbeing problems, either work-related or due to external factors and alert their line-
manager to these where appropriate
The University recognises that, where the manager may be seen as a cause of WRS, in
part or in full, concerns over this can be immediately taken to a more senior manager
Where employees feel unable to discuss the issues with their managers, they are
encouraged to discuss it with their HR representative, the Health and Safety department
or their Trade Union Representative.
Take advantage of opportunities for counselling and training when recommended, to
include making use of the Employee Assistance programme
Keep accurate records of working hours, overtime, sickness absence and holidays on
the appropriate University system and take breaks as required by legislation
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5
Training and Competency
5.1
The University has access to an eLearning module on stress awareness. This provides a
useful introduction to the issue all staff are able to complete the course through the
University’s eLearning system by selecting ‘Training Library’ and then selecting the Stress
Awareness course
5.2
The University expectation is for line managers to attend an in-house instructor led session
on the Prevention and Management of WRS. It is advisable that this is refreshed every 5
years.
5.3
The University also offers a number of other courses which staff may find of benefit in
dealing with the causes of WRS and further details can be found on the Learning and
Development web site.
6
Procedure
6.1
It is recognised that it is best for employees and the University to prevent WRS rather than
for it to be managed once an employee experiences it.
6.2
The University has a number of existing procedures/processes which directly contribute to
the Management Standards and are designed to support staff and promote a positive
working environment. These relate to:
Flexible working
Maternity and Paternity arrangements
Adoption leave
Dignity at work (which includes harassment and bullying)
Performance Development and Review
Whistleblowing
Attendance and Absence
Drug and alcohol
An OHSAS 18001 certified health and safety management system
6.3
In addition, the University provides a range of services designed to support staff including:
Access to professional occupational health advice
Provision of an Employee Assistance Programme and confidential counselling
The University Context
6.4
In order to understand the effectiveness of existing support measures and the extent to
which WRS may be occurring within the institution; the University will use a range of
measures including:
Staff surveys
Staff focus groups
Review of existing metrics
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6.5
Information gathered will be used to develop a pan-institutional assessment of the hazards
that may impact of levels of WRS that staff may experience. Where the information
indicates a need, there may also be a need for such assessments to be developed for
Schools/Service units.
Assessment of Impact of Organisational Change
6.6
Whether large or small, changes within the University can result in increased pressure and
uncertainty for some staff. As part of the general considerations for these changes,
attention must be given to the potential for WRS as a consequence.
6.7
This assessment must follow the following steps:
Identify key risk factors
Who is likely to be affected
Evaluate the risks
Record the findings
Review on a regular basis
A template is provided at Appendix 2
6.8
It is recognised however that even with existing mechanisms in place, staff may still
experience WRS. The following information explains the process to be followed where an
employee is or believed to be experiencing WRS.
Identifying a Symptom or Problem
6.9
Managers and supervisors need to be aware that employees whose performance at work
deteriorates or whose behaviour becomes erratic may be suffering with WRS.
6.10 Where managers have a concern that an employee may be experiencing WRS, this should
be discussed at the earliest opportunity with the employee concerned. Where managers
require advice on such a discussion they should contact their local HR support.
6.11 Following the meeting, where there remains a view that an employee may be experiencing
WRS, the manager will need to consider if a referral for an occupational health opinion is
required. It is considered appropriate for the manager (in conjunction with their Human
Resource Business Partner) to refer the employee to Occupational Health or at the very
least discuss with Occupational Health or Human Resources, the appropriateness of a
referral. This will ensure that correct action can begin to be implemented to support the
employee.
6.12 Where an employee is absent from work and it is believed the reason to be related to WRS
(Fit Note), again it would be appropriate for a referral to be made to Occupational Health.
All referrals will be in accordance with the University’s Referral to Occupational Health
procedure.
Employee Recognises WRS in Themselves
6.13 All employees have a responsibility for their own health and safety and that of others.
Where an employee believes they may be experiencing work-related stress, they should
bring this to the attention of an appropriate person. Ideally, in the first instance this should
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be their line manager. However where this is not appropriate, alternatives may be Senior
manager, HR Business Partner/Advisor, Occupational Health Advisor, Health and Safety
Advisor or Trade Union Representative.
6.14 In order to effectively support staff, any referral to Occupational Health must be through the
Line Manager and / or the Human Resources Business Partner. Due to the professional
code that Occupational Health operates to, they are unable to provide reports to
management without the employee’s explicit consent. Also by including line managers and
Human Resources, relevant information can be provided and questions asked as to how
best to support the employee.
Identifying the Cause
6.15 It is accepted that stress can be caused by a variety of factors and these are not mutually
exclusive, for example, they may not be limited to the duties of an employee but may also
include factors such as the working environment, perceptions of harassment or bullying.
6.16 Personal or family problems may also be a significant factor. The University has a duty-of-
care, as far as is reasonably practical, to put in place measures to minimise the cause of
the WRS and to assist the employee to deal with it. The factors detailed below should be
taken into consideration.
6.17 Where a cause/s and or symptoms of WRS have been noted by either the manager or the
individual, action must be taken to identify the WRS factors. He/she must take into account
the recognised causes of WRS (demands, control, support, relationships, role, change),
and non-work related such as domestic, financial and social stressors when making their
assessment of the situation. The manager will be expected to discuss the issues initially on
a one-to-one basis with the individual with a view resolving the matter before there is an
escalation.
6.18 The manager may contact Human Resources for advice and support in handling cases of
WRS. At this point there may be a number of routes in managing the situation and the
manager may refer to other relevant policies and procedures, including referral for an
Occupational Health opinion.
6.19 Where there is no resolution, the manager, with the advice and support of Human
Resources, will be expected to hold a meeting with the employee and where appropriate
the individual may wish to be accompanied by a workplace colleague or Trade Union
Representative. The purpose of the meeting is to better understand the causes and effects
of the stress (work and non-work related) and to agree a mutually acceptable outcome if
possible.
6.20 Where an individual does not feel able to meet with their line manager or if the line manager
is perceived to be a cause of stress or a contributing stressor, the individual may wish to
refer the matter directly to Human Resources or their Trade Union Representative acting on
their behalf.
7
Records
7.1
All health and safety records are to be maintained in accordance with the University’s
health and safety record retentions schedule.
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7.2
Records that are related to the line management of an employee are to be retained in
accordance with the Human Resources Record Retention Schedule.
8
Review
8.1
This procedure will be subject to formal review every three years or sooner should there be
a significant change.
9
References and Links
9.1
HSE Work Related Stress
http://www.hse.gov.uk/stress/index.htm
CIPD Stress in the Workplace
https://www.cipd.co.uk/knowledge/culture/well-being/stress-factsheet
9.2
Human Resource Policies and Procedures can be found here:
https://intranet.cranfield.ac.uk/hrd/polsprocsforms/pages/default.aspx
10 Appendices List
Appendix 1 – Management Standards
Appendix 2 – Work Related Stress Risk Assessment Template
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Appendix 1
Management Standards
1.
Demands
Is there a high volume of work?
Is the workload consistent or does it have peaks and troughs of intensity?
Does the work require intense concentration for most of the time?
Does a high proportion of the work have to be completed quickly?
Are there elements of the work that have to be achieved to strict deadlines that may
require working beyond normal working hours?
Are there serious immediate consequences for the individual/colleagues/the wider unit if
work is not completed accurately or on time?
Is there an expectation/culture that employees will work beyond their contracted hours?
Is there any evidence that employees are responding to perceived expectations created
by local culture rather than actual expectations?
Does the work activity require employees to frequently deal with confrontational
situations/conversations, over the ‘phone, by email or face-to-face?
Does the physical environment itself cause additional pressure e.g. through distractions
such as high noise levels?
2.
Control
To what extent does the individual manage their own workload?
Can the individual prioritise their own workload?
Can the individual determine the timing of their breaks?
Can the work be delivered through flexible working hours?
Can any element of the work be delivered through working from home?
3.
Role
Do all employees understand their role – this is particularly relevant following changes to
the job description, a change to new post for an employee or organisational changes.
Is there a generally good understanding by post holders of the way their role supports
local and organisational objectives?
4.
Relationships
Is there any existing or previous history of strained working relationships amongst staff
involved in the work activity (this could either be between colleagues or between staff
and their line managers or other staff with whom they are required to work closely)?
Are any forthcoming changes likely to create the potential for friction between team
members or between staff and others they work closely with?
Have there been any recent formal or informal allegations from staff of perceived
bullying or harassment?
5
Support
From Managers
Are there any managers who are lacking in leadership experience or new to the
organisation?
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Have there been any recent formal or informal allegations from staff of perceived
bullying or harassment, directed at their managers?
Do time constraints make it difficult for leaders to prioritise the managerial element of
their role?
Is there any evidence to suggest managers are unfamiliar with key employee-focussed
policies?
Is sickness absence unusually high in certain work teams?
Do staff find the work environment encouraging and supportive?
From Colleagues
Have there been recent complaints from staff who feel colleagues don’t “pull their
weight”?
Is there a tendency for employees to operate independently of colleagues, focusing on
personal goals and targets rather than contributing to wider team/School/PSU
objectives?
Have there been recent incidents or allegations of disrespectful behaviour between
colleagues?
6.
Change (local and wider organisational change)
Is there soon proposed to be or has there recently been any substantial local or
organisational change that potentially impacts directly or indirectly on the role or morale
of employees?
Is such change currently viewed either apprehensively or negatively by a high proportion
of employees?
7.
External Factors for consideration
Whilst the predominant focus here is on work-related stressors, it is important to
consider non-work issues that make individual employees more vulnerable. These
could include, for instance:
o Previous history of mental health issues
o Bereavement
o Relationship difficulties
o Serious illness of individual or a dependant
o Severe financial difficulties
Clearly these may render an employee less able to cope with even routine work
pressures. Obviously, they can only be taken into consideration if the employee
chooses to make their employer aware of them; if they do, an individual risk assessment
should be carried out.
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Appendix 2
Work Related Stress Risk Assessment Template
RISK ASSESSMENT DETAILS
Subject of risk assessment:
(Individual/role/team/location/job type)
Reason/Trigger for Assessment
Assessors Name/Title
Date of Assessment
GUIDANCE NOTES FOR COMPLETION
These guidance notes are adapted from the HSE paper
‘Managing the causes of work-related stress’ and provide advice on how to conduct a risk assessment of
stress at work in five clear stages using this risk assessment form (quotations in the form are direct citations).
The five steps to a
Stress Risk Assessment:
1. Identify the stress risk factors
The key work-related factors with potential to cause stress-related illness (the risk factors) are
: a) Demands b) Control c) Support d) Relationships e) Role
f) Change
2. Decide who might be harmed and how
Although some people may be more vulnerable to developing work-related stress illness than others, any individual could be working under conditions that
could cause undue pressure and so be at risk from work-related stress. Sources that may be useful in making this assessment include; surveys, sickness
absence data, staff turnover rates, exit interviews, number of referrals to Occupational Health and information from existing staff forums, as well as standard
day-to-day meetings and other interactions with staff.
3. Evaluate the risks
4. Record the findings; develop and implement action plans
5. Monitor and review action plans and assess effectiveness
The Stress Risk Assessment should be reviewed on an ongoing basis, ordinarily through normal line management practices. Where appropriate, formal
review dates may be built in.
Further information can be found in the document ‘
Managing the causes of work-related stress’ –
http://hse.gov.uk/pubns/priced/hsg218.pdf. Cranfield University’s also has its
own Prevention and Management of Work-Related Stress Procedure, which should be consulted as part of the assessment process.
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WORK RELATED STRESS RISK FACTORS
DEMANDS
Issues identified and Persons
Existing Control Measures
Additional Controls Required
Responsibility
Priority level
Affected
(H/M/L) and
Timescale
For example
For example:
Workload/Deadlines
Re-allocate duties (temporary or
Hours and patterns of work
permanent)
Individual capabilities
Set achievable demands in relation to
Impact on others of increased
workloads and deadlines
demand
Give guidance over prioritisation of tasks
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CONTROL (How much say the person has in the way they do their work)
Priority level
Issues identified and Persons
Existing Control Measures
Additional Controls Required
Responsibility
(H/M/L) and
Affected
Timescale
For example
For example:
Pattern/Pace of work
Re-allocate duties (temporary or
Setting priorities
permanent)
Opportunities to act on own
Set achievable demands in relation to
initiative
workloads and deadlines
Give guidance over prioritisation of tasks
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SUPPORT (The encouragement, sponsorship and resources provided by the organisation, line management and colleagues)
Priority level
Issues identified and Persons
Existing Control Measures
Additional Controls Required
Responsibility
(H/M/L) and
Affected
Timescale
For example
For example:
Staff feel ill-informed about
Ensure appropriate communication
workplace issues
mechanisms are in place and are operating
Staff feel they do not have the
effectively (individual and group)
opportunity to raise concerns
Refer staff to appropriate existing policies
Staff feel isolated or unsupported
and procedures within the University
by Management/colleagues
Make staff aware of supportive mechanisms
Support for disability or illness-
available within department and wider
related issues (including stress)
University and how to access them, such as
Failure to praise/recognise good
the Employee Assistance Programme
performance
(EAP), the Occupational Health Service.
Set up coaching/mentoring within the
department
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RELATIONSHIPS (Promoting positive working to avoid conflict and unacceptable behaviour)
Priority level
Issues identified and Persons
Existing Control Measures
Additional Controls Required
Responsibility
(H/M/L) and
Affected
Timescale
For example
For example:
Low team spirit
Ensure appropriate communication
Staff feel bullied, harassed or
mechanisms are in place and are operating
victimised
effectively (individual and group)
Staff feel no impartial
Encourage staff to communicate verbally
mechanism exists to enable
rather than by email
them to raise issues
Consider management intervention to
Staff perceive there to be a lack
resolve specific issues appropriately and at
of awareness of diversity and
an early stage
equality issues
Communicate and make reference to
appropriate existing policies and procedures
within the University, including complaint
procedures
Seek advice from Human Resources (HR)
and/or the Occupational Health Service
Seek input from University Dignity at Work
Advisors
Consider diversity and equality training if
appropriate
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ROLE (Whether people understand their role within the organisation and whether the organisation ensures that the person does not have conflicting roles)
Priority level
Issues identified and Persons
Existing Control Measures
Additional Controls Required
Responsibility
(H/M/L) and
Affected
Timescale
For example
For example:
Lack of clarity over role
Ensure role description clearly defines the
Lack of clarity over who
role, expectations, reporting lines etc. –
individuals report to
consider any necessary revisions
Perception of being pulled in
Ensure appropriate communication
different directions by conflicting
mechanisms are in place and are operating
demands
effectively (individual and group)
Make effective use of PDR discussion and
core training where applicable (time
management and effective communication)
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CHANGE (How organisational change (large or small) is managed and communicated in the organisation)
Priority level
Issues identified and Persons
Existing Control Measures
Additional Controls Required
Responsibility
(H/M/L) and
Affected
Timescale
For example
For example:
Staff feel ill- informed about
Ensure appropriate communication
changes to their
mechanisms are in place and are operating
role/department/University and
effectively (individual and group)
how they may be affected by
Involve/engage/consult staff in a timely
them
manner during key change initiatives, allow
Staff feel under-supported
opportunities for staff to feed in their views
Staff feel they do not have a
Explain the reasons and benefits for
voice
changes, as well as information on
timescales
Consider training needs
Communicate information to staff regularly,
in a timely manner
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10 Document Control
Document title
Prevention and Management of Work Related
Stress
Document number
CU-SHE-PROC-3.14
Version number
V1.0
Originator name/document owner
Paul Bradley
Professional Service Unit/Department
University Health and Safety Department
Implementation/effective date
8th May 2018
Date of last review and version number
N/A
Date of this version
8th May 2018
Date of next review
May 2021
Standards reference
OHSAS 18001:2007
Signature
Name
Simon Jones
Title
Chair of CUHSC
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