BCPFT-ORG-POL-1212-041 - STRESS MANAGEMENT (WORKPLACE) POLICY
Stress Management (Workplace) Policy Policy Title State previous title where relevant. State if Policy New or Revised Policy Strand Org, HR, Clinical, H&S, Infection Control, Finance For clinical policies only - state index category Links to National Regulatory Standards: Care Quality Commission(CQC) NHS Litigation Authority (NHSLA) National Institute for Health & Clinical Excellence (NICE)
Stress Management (Workplace) Policy New Organisational NHSLA Risk Management Standard 3.10 CQC Essential Standards of Quality and Safety Outcome14: Supporting workers NICE public health guidance 22: Promoting mental wellbeing at work
Policy Lead/Author Job titles only
Head of Staff Support and Counselling Services
Consultation State year and the individuals, groups, committees, service users, working partners etc. you have consulted with
Executive Directors Clinical Directors Divisional Directors and Managers Service Managers Professional Leads Staff Side
Ratification State ratified by whom - Policy Ratification Group, Executive Committee or Director
Policy Ratification Group December 2012
Equality Impact Assessment
Yes
Implementation Plan
Yes
Month/year policy first developed
New Policy
Months/years policy reviewed Keep review dates in chronological order
December 2012
Next review due
December 2015
Review details Revisions made, changes etc include page numbers and paragraphs
New Policy
For Corporate Executive Support use Date Policy First Uploaded to Intranet
December 2012
Date Policy Revised & Reloaded to Intranet
New Policy
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BCPFT-ORG-POL-1212-041 - STRESS MANAGEMENT (WORKPLACE) POLICY
Stress Management (Workplace) Policy
Ref.
Contents
Page
1.0
Introduction
4
2.0
Purpose
4
3.0
Objectives
4
4.0
Definitions
5
5.0
Duties
6
6.0
Committee/Group Responsible for Approval of this Policy
9
7.0
Process for Stress (Workplace) Management)
9
7.1
Primary sources of stress at work
9
7.2
Signs of Stress
11
7.3
Departmental Risk Assessments
11
7.3.1
Individual Stress Risk Assessments
12
7.4
Stress Reduction Strategies
13
8.0
Providing Information and Support for Staff
13
8.1
Immediate Information and Support offered to staff
13
8.2
Ongoing Information and Support offered to staff
15
8.3
Supporting Staff through traumatic and stressful events
16
9.0
Monitoring Compliance
17
9.1
Process for Monitoring Compliance
17
9.2
Standards/Key Performance Indicators
18
10.0
Equality Impact Assessment
20
11.0
Training
21
12.0
Data Protection Act and Freedom of Information Act
21
13.0
References
21
13.1
Legislation
21
14.0
Links to other Polices and Procedures
22
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Appendices Appendix 1
Departmental Risk Assessment and Action Plan
23
Appendix 2
Helpful Agencies Available
26
Review and Amendment Log Version
V1.0
Reason
Status
Date
Description of Change
Alignment of policies following TCS
Ratified
Dec. 2012
Policy for the new organisation BCPFT
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1.0 Introduction Black Country Partnership NHS Foundation Trust considers staff to be its most important asset, and is committed to the protection of their health, safety and well being. It also believes that healthy members of staff are more likely to contribute effectively to its success and the achievement of positive outcomes for service users. There is also a realisation that job satisfaction and feeling valued in their role greatly contribute to the health and wellbeing of staff members. The Trust therefore promotes the need for good morale, effective policies, training, consultation, information, feedback, learning and support, as appropriate. The Trust is also aware that, whilst pressure is a normal part of life and can help maintain motivation and enhance performance, excessive pressure can lead to the experience of stress. Given that workplace stress is a health and safety issue, the Trust acknowledges the importance of identifying and reducing sources of workplace stress. It is also evident that the costs associated with employee stress (e.g. in relation to sickness absence, early retirement, increased staff turnover, recruitment and training) are significant, whilst productivity can also be reduced by the lower level of performance of employees who continue to work whilst experiencing stress (commonly referred to as ‘presenteeism’). This policy applies to all employees of the Trust, and details the expectations of the Trust in terms of the way in which stress in the workplace should be managed. The policy also aims to provide guidance for all staff and managers at all levels to ensure that stress is managed effectively within the organisation. This guidance utilises the Health and Safety Executive’s Management Standards for Work Related Stress (MSWRS). The MSWRS represent a pragmatic, methodological approach to proactive management of work-related stressors that is freely available via the HSE website. 2.0 Purpose The aim of this policy is to reduce the potential health risks to staff through the effective management of work-related stress by making clear:• The responsibilities of all staff in the assessment, reduction and (where possible) elimination of work-related stress • The process for accessing information regarding the management of work-related stress • The process for identifying workplace stressors • The requirement to undertake appropriate risk assessments for the prevention and management of work-related stress 3.0 Objectives In line with Health and Safety Executive guidance, the objectives of this policy are to encourage and facilitate the following principles within all work areas:• The demands of jobs and posts should be reasonable and realistic. • Staff should have some influence in the way they do their work. • Staff should not to be subjected to unacceptable behaviour (e.g. bullying, harassment). • All staff should understand their roles and responsibilities within their team, department, directorate and the wider organisation. Version 1.0 December 2012
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Staff should be engaged by means of consultation, updates, etc, whenever there are localised or organisational changes. Staff should have access to necessary support to help them effectively manage any work pressures. Systems should be in place locally so that swift responses can be made to any identified concerns.
4.0 Definitions Burnout The state of physical and emotional exhaustion (accompanied by cynicism and depersonalisation) that results from long-term stress and overload. Prolonged/sustained periods of excessive stress can also lead to burnout. Cognitive Behavioural Therapy (CBT) CBT is a form of talking therapy that combines cognitive therapy and behaviour therapy. It focuses on how you think about the things going on in your life your thoughts, images, beliefs and attitudes (your cognitive processes) and how this impacts on the way you behave and deal with emotional problems. It then looks at how you can change any negative patterns of thinking or behaviour that may be causing you difficulties. In turn, this can change the way you feel. Health and Safety Executive (HSE) A government agency whose role is to prevent injury, ill-health and death to those at work and those affected by work activities. Further information about the management of work-related stress can be found on their website www.hse.gov.uk Mental health A state of wellbeing in which every individual realises his or her own potential, can cope with the normal stresses of life, can work productively and fruitfully, and is able to make a contribution to his or her community. Pressure A manageable demand or set of demands which stimulate and motivate but do not exceed resources Resilience The ability to bounce back from setbacks and keep going in the face of tough challenges. Resilience at work can be described as the capability to maintain high performance and positive wellbeing. Resilient individuals are able to sustain successful performance and positive wellbeing in the face of adverse conditions, and to recover from or adjust easily to misfortune or change. Risk assessment A process of looking forward, to anticipate and prevent harm before it occurs Stress The adverse reaction individuals experience when demands placed on them exceed their capacity to cope Version 1.0 December 2012
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Stressors Anything with the potential to cause stress 5.0 Duties Chief Executive (Accountable) The Chief Executive is ultimately accountable for the implementation of this policy. Operational responsibility has been delegated. Director of Workforce and Learning (Executive Lead) Responsibility for this policy has been delegated by the Chief Executive to the Director of Workforce and Learning who will:- is responsible for ensuring the Trust’s management of workplace stress is discharged appropriately and has lead responsibility for the implementation of this policy - Ensure implementation of the policy through Directors, Heads of Services and Professional Leads within their spheres of responsibility - Maintain overview of the main issues arising from information and advice received from the Divisional Management Boards - Lead on strategies and innovations to reduce workplace stress within the Trust - Ensure that any serious concerns regarding the implementation of this policy are brought to the attention of the Board Trust Board (Strategic) The role of the Trust Board is to have a strategic overview and final responsibility for actively promoting co-operation and open communication so that work-related stress management standards and staff well-being are maintained throughout the organisation. Executive Committee (Accountable) A sub-committee of the Trust Board has delegated responsibility for ensuring that appropriate and robust systems, processes and procedures are in place for the management of work-related stress and staff well-being throughout the organisation and these are managed efficiently and effectively in accordance with the Board’s Assurance Framework and strategic priorities. Divisional Management Boards Human Resources provide monthly reports to Divisional Management Boards on staff sickness and absence and other pertinent workforce data within their division. Each board monitors performance and implements strategies to promote and improve the protection of their staff’s health, safety and well being. They provide progress and exception reports to the Executive Committee. Health and Safety Committee The Health and Safety Committee monitors the work of managers in respect of completing risk assessments for work-related stress. The committee receives the report of the annual audit of departmental risk assessments and makes recommendations for action to be taken as necessary to Divisional Management Boards for implementation.
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Divisional Managers, Service Managers, Line Managers All managers, in either clinical or non clinical areas, need to be aware of the Health and Safety Executive standards of management practice for work-related stress, namely:- proactively manage issues relating to the six potential stressors (Demands, Control, Support, Relationships, Role, Change) - conduct risk assessments and to implement and monitor the recommendations within their jurisdiction - ensure good communication, feedback and support systems within their jurisdiction, particularly where there are organisational and procedural changes, checking that planned meetings are being held - ensure that staff are fully trained to discharge their duties and have clear roles - ensure that staff are provided with meaningful development opportunities - monitor workloads to ensure that staff are not overloaded - monitor working hours and overtime to ensure that staff are not overworking - monitor holidays to ensure that staff are taking their full entitlement - attend training, as requested, in good management practice and health and safety - offer flexible working, where possible, to enhance staff members’ sense of control and to promote engagement - ensure that staff who might be exposed to stress, but who also might be less likely to be included in initiatives to promote wellbeing due to their part-time or shift working patterns, are given the opportunity to participate in these initiatives - ensure that bullying and harassment is not tolerated within their area of jurisdiction. - be vigilant, to enquire about and to offer additional support to any member of staff who is experiencing stress outside work - promote a culture of awareness of stress, and to ensure that staff are aware of resources to help them manage the stress associated with workplace incidents or investigatory processes In addition, managers should:- monitor team members for signs of undue pressure, such as unusual behaviour or higher levels of absence, and discuss them in a confidential and supportive manner - listen to concerns when they are raised in a supportive manner and collaborate with employees to address them - hold regular team and individual meetings - seek to ensure that staff members have the knowledge and skills they need to perform their roles effectively - manage the performance of staff members in a fair and consistent manner Staff Counselling Service All employees have access to the Trust’s confidential counselling service for support regarding mental wellbeing. Details are posted on notice boards and on all the usual communication channels e.g. Intranet. The service is free and confidential, and employees are encouraged to use this service, whatever the nature of the stress-related problem. Counselling is provided in a supportive and therapeutic environment and can offer:-
Someone to listen Help to clarify a problem Help in handling stress at work and home
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Treatment for anxiety and low mood problems Time to come to terms with change An opportunity to look at difficulties past and present An opportunity to discuss the effect on you if you face relationship problems (however, not couple counselling) both at work and at home including listening support if you experience bullying and harassment
Counselling staff are experienced and professionally trained to advanced levels in a wide range of counselling and psychotherapeutic approaches, including, cognitive behaviour therapy (CBT) and integrated approaches. Occupational Health Service The Occupational Health Service should:- provide medical advice for individuals and/or managers in matters pertaining to stress-related sickness absence, or work that involves levels of stress that may affect health or performance. Such advice could address, for example, planned return to work/ appropriate support to remain at work, reduced working hours, reduced duties, etc. - refer to the Staff Support Service or specialist agencies as required monitor stressrelated referrals to ensure that a risk assessment has been undertaken and that information on action is supplied by the referrer - inform the employer of any trends in stress-related referrals and any changes or developments in the field of stress at work, so that the employer can act on these Human Resources The Human Resources department should:- ensure that processes are in place for concerns to be raised about stressful and potentially stressful situations - provide guidance to managers on the stress policy and related policies, especially in relation to rehabilitation, flexible working and other options - help to monitor the effectiveness of measures to address stress and burnout by collating sickness absence data and other indicators that are based on the HSE stress management standards - advise the Trust, managers and individuals on training requirements - provide continuing support to managers and individuals in a changing environment and encourage referral to the Occupational Health Service and the Staff Support Service, as appropriate - provide accountability, feedback and information to senior management and the Trust Board regarding implementation of this policy Safety Representatives Safety representatives should:- be meaningfully consulted on any changes to work practices or work design that could precipitate stress - be able to consult with members on issues relating to stress, including the administration of workplace surveys - be meaningfully involved in the risk assessment process - have access to collective and anonymous data from HR
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co-ordinate reported incidents involving stress and cross reference to sickness reporting be provided with paid time away from normal duties to attend any trade union training related to workplace stress conduct joint inspections of the workplace at least every three months to ensure that environmental issues are properly controlled
All staff The Trust should consult with the Staff Support Service and Staff Representatives on safety on all proposed actions relating to the prevention of workplace stress. However, all staff need to understand and know their role in risk assessment, risk reduction, the moderation of the effects of stress and, wherever reasonable and practicable, the possible elimination of workplace stressors. In addition, staff responsibilities are as follows:- acknowledge their own responsibility to take care of their own health and safety and that of those around them, and to seek appropriate support - raise issues of concern about stress or burnout with their line manager, the Occupational Health Service, the Human Resources Department, the staff organisation/trade union or the Staff Support Service, where relevant, before they become too serious - participate in and contribute to the identification of local solutions - accept opportunities for training, advice, support, or counselling as recommended/ appropriate - be aware of the Trust Stress Policy/Stress Management standards in relation to their own work role and the roles of colleagues, and to be aware of actions that could increase or moderate their own or others’ levels of stress - participate in initiatives to manage stress 6.0 Committee/Group Responsible for Approval of this Policy The Executive Committee is responsible for the approval of this policy. 7.0 Process for Stress (Workplace) Management) 7.1 Primary sources of stress at work There are six key areas of work design that, if not properly managed, are associated with poor health and well-being, lower productivity and increased sickness absence. Managers at all levels in the organisation should take all reasonable steps to identify and manage factors in the workplace that may cause excessive stress. These steps should reflect the six key areas set out below:Demands - Monitoring of workloads, hours and overtime to ensure that staff are not overloaded and prioritising workloads with staff to minimise the possibility of excessive pressure - Ensuring recruitment procedures are followed to ensure an appropriate fit between individuals’ abilities and the needs of the post - Employees’ concerns about their working environment are addressed
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Control - Ensuring everyone has the opportunity for regular job reviews and appraisal and has the opportunity for development in their role. - Employees are encouraged to use their initiative and skills to do their work - Employees are involved in and consulted on proposed changes to working patterns and the management of change Support - Ensuring new staff have induction training and that staff generally have adequate support and training to carry out their roles - Informing employees what support is available for them in the organisation and how they can access it - Ensuring good communication between managers and staff, particularly where there are organisational and procedural changes, and so that staff feel they can ask for guidance, help and support. Relationships - Ensuring employees are aware that the organisation has in place agreed policies and procedures to prevent or resolve unacceptable behaviour e.g. Harassment and Bullying Policy - Ensuring employees know that they are encouraged to report unacceptable behaviour Role - Ensuring employees have a job description that explains to them their role, responsibilities and line management structure - Ensuring that individuals have clearly defined objectives and responsibilities Change - Ensuring that any change is managed and communicated clearly whether through formal or informal routes - That staff can express their views on proposed change through formal or informal consultation Environmental Factors The working environment can also impact on a member of staff’s ability to cope. Having the right equipment to do the job and sufficient resources are essential. Attention should also be paid to the physical environment and consideration needs to be given to:-
Lighting Heating Ergonomics Ventilation Noise Security Lone working
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7.2 Signs of Stress Signs of stress vary between individuals. Any number of these examples below may be a symptom of a larger issue or set of circumstances relating to the workplace i.e. the job, the work environment, working relationships, organisational culture or contractual issues. The list below is not exhaustive. One of the key things to look out for is a change in an individual’s normal personality and/or behaviour 7.2.1 Behavioural Short Term Increase smoking/drinking Impulsive behaviour Increase in accidents/errors Poor interpersonal relationships Poor work performance Lack of holiday usage Poor time-keeping
Long Term Marital breakdown Loss of friendships Decline in appearance/hygiene Sickness absence
7.2.2 Physical Short term Head aches Disturbed sleep patterns/tiredness Nausea/dizziness Indigestion Chest pain Weight loss
Long term Hypertension Panic attacks Ulcers Insomnia
7.2.3 Emotional Short term Anxiety/depression Lack of motivation Difficulty in concentrating Boredom Irritability Low self-esteem
Long term Chronic depression Neurosis Mental breakdown Suicide
7.3 Departmental Risk Assessments The organisation is required to assess the risks to staff wellbeing that may be caused by workplace stress, and outline the control measures to remove this risk or reduce it as much as possible It is therefore important for an assessment to be undertaken proactively within each department (see Appendix 1) to identify any workplace stressors, and also whenever an employee reports that they are experiencing work related stress. The principle of a stress risk assessment is to identify what stressors are impacting upon staff, how significant the risk of harm is to their psychological wellbeing, and evaluate whether existing control measures need to be improved to reduce the risk of harm. Managers should communicate the assessment findings to their staff and make every Version 1.0 December 2012
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effort to implement improvements and support any affected staff. Significant risks of workplace stress may also need to be identified within divisional risk registers so that senior Managers and directors are made aware of any serious issues. The management of Health and Safety at Work Regulations make the need to carry out risk assessment a legal requirement. The purpose of a risk assessment is to protect the health and safety of those at risk and to help identify what measures should be taken to achieve this. The process should be systematic and structured. Line managers should consider the following issues as part of their local work related departmental risk assessment:• • • • • • • • •
Do I have staff with high levels of sickness absence? Does the reason for their absence indicate that it might be related to stress? Is there a local culture of stigmatising those who raise stress-related issues? Do I have staff with low productivity? Have I spoken to them to find out the underlying causes? Could these be stressrelated? Do I have trouble retaining staff? Why are people leaving? Am I carrying out exit interviews? Am I completing appraisals for staff, allowing them the opportunity to raise issues that are worrying them? Do I hold regular team meetings? Do I know what my staff think about their work?
Managers can also visit the HSE website and access a tool to assess stress in the workplace. This assessment tool provides a risk rating which can then inform decisions about appropriate actions or strategies. 7.3.1 Individual Stress Risk Assessments If a staff member feels they are experiencing work related stress, they should liaise with the line manager to discuss the issues. The line manager should then undertake an individual risk assessment and if it is agreed to refer the staff member to Occupational Health then the completed risk assessment form should also be forwarded with the referral, an occupational health appointment will not be given without this. Where the manager is not informed that an employee is experiencing work related stress and an employee has a sickness episode in which stress is a feature, upon their return to work a risk assessment must be completed. Where the risk assessment identifies on-going concerns as expressed by either the manager or member of staff, a referral to Occupational Health must be made together with the risk assessment document; again an appointment will not be issued without the completed assessment. If an individual feels that the line manager’s behaviour is contributing to their work related stress then the staff member should approach their ‘grandparent’ manager or HR advisor to discuss the issues involved.
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All staff affected by workplace stress have access to a confidential and independent counselling service - see section 8.0 below. The counselling service is audited and an annual report is produced which contains information on numbers attending and reasons. 7.4 Stress Reduction Strategies Following the completion of a risk assessment, there are a number of measures that managers can take to reduce the risk of stressors occurring in the workplace. 7.4.1 Preventative Measures These are designed to prevent stressors occurring and could include:- Promoting a culture of consultation, participation and open communication across the organisation - Developing good management and team building skills through appropriate training of managers and supervisors - Raising awareness of stress via appropriate training courses - A good organisational structure that defines department responsibilities, job roles and how these interact across the organisation 7.4.2 Protective Measures These are designed to provide staff with the skills and understanding to manage stressors that exist within the workplace. Some examples include:- Ensuring that the organisation provides courses for all staff on stress awareness - Recognising likely problems and being proactive about implementing risk assessment improvements - Encouraging formal and informal support networks between management and staff - Ensuring that sickness absence is managed and investigated thoroughly by line managers - Ensuring that managers follow Human Resources policies 7.4.3 Rehabilitative Measures These are designed to help restore the health and wellbeing of any staff member who has been affected by stress and could include:- Identifying internal and external support agencies and publicising these across the organisation - Providing staff with access to support - Providing managers with instruction on return to work arrangements, including reasonable adjustments to the job or environment - Providing staff with training on effective stress management, assertiveness, time management etc 8.0 Providing Information and Support for Staff The Trust recognises the importance and value of providing information and promoting access to counselling and support to individuals in terms of minimising the adverse effects of occupational or organisational stress. 8.1 Immediate information and support offered to staff (internally and, if necessary, externally) The HSE have produced a document which guides employees in the management of Version 1.0 December 2012
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stress at work (2008). More detailed information on stress signs and symptoms are available on the Trust’s Intranet under Staff Support services. Staff may also wish to seek external advice and support from their General Practitioner or a wide range of external support groups where they would find this more beneficial - see Appendix 2 for information on ‘Helping Agencies Available.’ Wherever possible a risk assessment should be undertaken at the first sign that staff are displaying signs of stress. This assessment should identify what controls need to be implemented to improve the situation and support the staff member at work. Where stress is identified, it should initially be raised with the staff member’s line manager. Stage 1: Listening Listening to the individual’s concerns, offering a sympathetic ear and giving reassurance may be all that is needed in some cases. Stage 2: Exploration and Risk Assessment Explore the areas that are causing stress, focusing in the first instance on performance at work. Talk to the individual about any suggestions he or she has to address the situation in relation to work and discuss the options. It is possible that this may lead to issues outside of work if the individual feels able to raise them. Listen and be supportive. In some cases you may feel that a specialist professional would be better able to help and it may be appropriate to refer the individual to the Occupational Health Department. Using the risk assessment format can help you to explore the situation in more detail if you feel the causes cannot be easily identified and remedied. Stage 3 Actions You may discuss and agree a number of actions with the individual to help remedy the problem. These may include action such as:- Re-negotiating work deadlines - Re-assigning pieces of work - Training - The individual seeing his/her General Practitioner - Referral to the Occupational Health Department/Staff Counsellor - More management contact - A period of leave - as relevant to the situation - Contacting a Mentor, for guidance in relation to work-related issues It may be the case that temporary or relatively minor changes can help to alleviate the feelings of pressure and stress. It is important that any agreed actions are realistic and achievable, considering the resources available. Alternative Options for Support If a staff member is not comfortable raising this with their manager, the Trust has in place a variety of alternative and immediate access points for confidential advice and support including:-
Human Resources Department Occupational Health Service
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Staff Support Service Chaplaincy and Spirituality Service Health and Safety Manager Staff Side Representatives
Staff may wish to seek external advice and support from their General Practitioner or a wide range of external support groups where they would find this more beneficial - see Appendix 2. There are a number of coping strategies that individuals can adapt to help alleviate the symptoms of stress; these include:-
Social support i.e. family, friends and colleagues Support groups Relaxation techniques Physical exercise Good nutrition Adequate sleep and rest Lifestyle changes Talking to someone Work based solutions Help your manager to help you by discussing situations that may be causing stress and working together to decide on a realistic action plan
Working Relationships Good, supportive working relationships have a buffering effect against stress. Managers should be supportive and all employees are encouraged to be supportive of each other. Poor working relationships can be a cause of stress in the workplace. If conflict arises in the workplace it is now well recognise that early intervention by service managers with support from colleagues is critical if work related stress is to be avoided. Harassment and bullying, in particular, can cause severe stress. Employees should report cases of harassment or bullying in line with the Trust’s Harassment and Bullying Policy. Details of where employees can access support if they feel they are being bullied or harassed are on the intranet and on notice boards. Employees should not hesitate to discuss their concerns directly with a Human Resources Manager or Harassment Advisor if they feel they cannot approach their own manager 8.2 Ongoing support offered to staff (internally and, if necessary, externally) The HSE have produced a document which guides employees in the management of stress at work (2008). More detailed information on stress signs and symptoms are available on the Trust’s Intranet under Staff Support services. Some stress can be cumulative and unpredictable and may only appear as a result of sickness absence. In these cases it is important for the line manager to follow the Sickness Absence and Return to Work Policies. Managers should maintain regular contact with staff as a means of support, particularly during periods of extended absence. A referral to the Occupational Health Service Version 1.0 December 2012
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should be made as soon as possible. When appropriate, a rehabilitation plan will need to be discussed with Occupational Health, as well as return to work arrangements with the staff member. It is important that line managers deal effectively with any workplace stressors and make reasonable adjustments to ensure the staff member has adequate support and assistance in returning to work. This support may be accessed through Occupational Health, HR, H&S Manager, team meetings or colleagues. It is also essential to have regular one to one meetings with the member of staff so that their progress can be monitored. In addition, staff can access the Trust’s confidential counselling service for support regarding mental wellbeing. Details are posted on notice boards and on all the usual communication channels e.g. Intranet. The service is free and confidential, and employees are encouraged to use this service, whatever the nature of the stress-related problem. Counselling is provided in a supportive and therapeutic environment and can offer:-
Someone to listen Help to clarify a problem Help in handling stress at work and home Treatment for anxiety and low mood problems Time to come to terms with change An opportunity to look at difficulties past and present An opportunity to discuss the effect on you if you face relationship problems (however, not couple counselling) both at work and at home including listening support if you experience bullying and harassment
Counselling staff are experienced and professionally trained to advanced levels in a wide range of counselling and psychotherapeutic approaches, including, cognitive behaviour therapy (CBT) and integrated approaches. As indicated above, staff may wish to seek external advice and support from their General Practitioner or a wide range of external support groups where they would find this more beneficial - see Appendix 2. 8.3 Supporting Staff through traumatic and stressful events Line Managers are expected to support their staff through traumatic and stressful situations by offering immediate support following a stressful event. The employee should be given the details of the Staff Support and Counselling Service and a referral to Occupational Health may be required. The spiritual part of someone’s life can be an aid towards recovery and a comfort and strength in times of stress and anxiety. The Trust’s Chaplaincy and Spiritual Care Service offer counselling and support to staff through 1to-1 sessions. These can involve someone talking about their life, beliefs, and values, and can touch on psychological and social, as well as religious or spiritual themes. 8.3.1 Supporting staff called as a Witness On-going support may be required for staff in certain circumstances such as; in the event of their being called as a witness and having to give evidence in court, disciplinary Version 1.0 December 2012
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procedures, investigations or allegations etc. A regular review with the individual/s should take place to ensure that the relevant level of support is in place. The Trust’s Litigation Co-ordinator offers specialist support to staff in explaining how the legal system works and what will be expected of them as well as to reassure them that he will be in attendance on the day on behalf of the Trust to support and advice to them as necessary. Please refer to the Trust’s ‘Supporting Staff Involved in an Incident, Complaint or Claim Policy’ for more detailed information and guidance. 9.0 Monitoring compliance 9.1 Process for Monitoring Compliance The key elements of the policy that need to be monitored a) All Managers are discharging their responsibilities in respect of the management of work-related stress and staff well-being b) How staff can access information on the management of work-related stress c) How workplace stressors are identified d) How the organisation carries out risk assessments for the prevention and management of work-related stress e) How the organisation monitors compliance with all of the above Who will perform the monitoring? The Executive Committee is responsible for monitoring and ensuring compliance with this policy. How often will monitoring of the key elements of the policy be undertaken? Human Resources provide monthly reports to Divisional Management Boards on staff sickness and absence, turnover and vacancy rates, analysis of bullying and harassment cases, recruitment and retention, bank and agency usage, equality and diversity issues, workforce planning and redesign, training and development and other pertinent workforce data within their division. Each board monitors performance and implements strategies to promote and improve the protection of their staff’s health, safety and well being. They provide progress and exception reports to the Executive Committee. All departmental managers are required to ensure department risk assessments are undertaken annually and include a stress risk assessment. These will be reported as part of the risk management reporting arrangements. Risks including those relating to work-related stress that are recorded on to the divisional risk registers are discussed at monthly meetings of Divisional Management Boards. The Health and Safety Committee monitors the work of managers in respect of completing risk assessments for work-related stress. The committee receives the report of the annual audit of departmental risk assessments and makes recommendations for action to be taken as necessary to Divisional Management Boards for implementation. They provide progress and exception reports to the Executive Committee. What method will be used to monitor compliance? As described above Version 1.0 December 2012
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Where will the results of the monitoring be reported? The Executive Committee will report the results of its monitoring to the Trust Board What will happen if any shortfalls are identified? The Executive Committee will work with Divisional Directors to ensure the required actions identified to rectify the shortfalls will be completed in a specified timeframe How will the resulting action plan be progressed and monitored? Divisional Directors will be responsible for identifying an appropriate person or persons to action the required changes to practice within a specific time frame. Progress to completion will be monitored by Divisional Management Boards. On completion, each action plan must be signed off by the monitoring Executive Committee. How will the results inform or improve current practice? This will depend on the findings and recommendations of each report reviewing staff sickness and absence and other pertinent workforce data reported to Divisional Management Boards. The results can inform or improve current practice in a variety of ways and below are some examples of the different forms this may take:• policy review • review of training analysis needs • improving the use of clinical supervision and reflective practice groups • improving the methods used to communicate to staff • improving the arrangements for joint working with partners e.g. Occupation Health • review of staffing and skills mix • creation of new post or review or re-allocation of duties to staff in post • introduction of new procedures, SOPs • review of multi-disciplinary working practices • introduction of, or increase in the frequency of audits • review relevant data differently or more frequently 9.2 Standards / key performance indicators Key Performance Indicator All Managers are discharging their responsibilities in respect of the management of work-related stress and staff well-being
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Method of Assessment Human Resources provide monthly reports to Divisional Management Boards on staff sickness and absence, turnover and vacancy rates, analysis of bullying and harassment cases, recruitment and retention, bank and agency usage, equality and diversity issues, workforce planning and redesign, training and development and other pertinent workforce data within their division. Each board monitors performance and implements strategies to promote and improve the protection of their staff’s health, safety and well being. They provide progress and exception reports to the Executive Committee. Minutes of meetings will evidence this. All departmental managers are required to ensure department risk assessments are undertaken annually and include a stress risk assessment. These will be reported as part of the risk management 18
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reporting arrangements. Risks including those relating to workrelated stress that are recorded on to the divisional risk registers are discussed at monthly meetings of Divisional Management Boards. Minutes of meetings will evidence this. The Health and Safety Committee monitors the work of managers in respect of completing risk assessments for work-related stress. The committee receives the report of the annual audit of departmental risk assessments and makes recommendations for action to be taken as necessary to Divisional Management Boards for implementation. Minutes of meetings will evidence this. Annual Reports of the Staff Support and Counselling Service Occupational Health and Chaplaincy and Spiritual Care Services will reflect the work these services offers to staff. Annual staff survey also includes how well staff feel supported and the results are fed back to Divisional Management Boards and Executive Committee for action as necessary. Minutes of theses meetings will evidence this is taking place How staff can access information on the management of work-related stress
Annual Reports of the Staff Support and Counselling Service Occupational Health and Chaplaincy and Spiritual Care Services will reflect how well staff are able to access information on the management of work-related stress Annual staff survey also includes how well staff feel supported and the results are fed back to Divisional Management Boards and Executive Committee for action as necessary. Minutes of these meetings will evidence this is taking place
How workplace stressors are identified
All departmental managers are required to ensure department risk assessments are undertaken annually and include a stress risk assessment. These will be reported as part of the risk management reporting arrangements. Risks including those relating to workrelated stress that are recorded on to the divisional risk registers are discussed at monthly meetings of Divisional Management Boards. Minutes of meetings will evidence this. The Health and Safety Committee monitors the work of managers in respect of completing risk assessments for work-related stress. The committee receives the report of the annual audit of departmental risk assessments and makes recommendations for action to be taken as necessary to Divisional Management Boards for implementation. Minutes of meetings will evidence this.
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How the organisation carries out risk assessments for the prevention and management of work-related stress
How the organisation monitors compliance with all of the above
As described above
This is undertaken by the Executive Committee. The Committee receives progress and exception reports from Divisional Management Boards on staff sickness and absence, turnover and vacancy rates, analysis of bullying and harassment cases, recruitment and retention, bank and agency usage, equality and diversity issues, workforce planning and redesign, training and development and other pertinent workforce data within their division. The Committee also receives annual reports from Divisional Management Boards on department risk assessments undertaken annually which include a stress risk assessment for the areas under their control. Annual Reports of the Staff Support and Counselling Service Occupational Health and Chaplaincy and Spiritual Care Services which reflect the work these services offers to staff are also submitted annually to the Executive Committee. In response to each report received, the Executive Committee will oversee the following process:1. An audit is undertaken as necessary to address any areas of concern 2. Action plans drawn up as necessary to implement any recommended improvements 3. Appropriate person(s) assigned to implement action plans 4. Implementation progress monitored to completion by Executive Committee 5. Action plan signed off by Executive Committee when completed 6. Re-audit scheduled into Divisional Annual Audit Programmes 7. Re-audit undertaken to confirm improvements embedded into current practice which will be evidenced in the minutes of monthly meetings
10.0 Equality Impact Assessment The Black Country Partnership NHS Foundation Trust is committed to ensuring that the way we provide services and the way we recruit and treat staff reflects individual needs, promotes equality and does not discriminate unfairly against any particular individual or group. The Equality Impact Assessment for this policy has been completed and is readily available on the Intranet. If you require this in a different format e.g. larger print, Braille, different languages or audio tape, please contact the Equality & Diversity Team on 0121-612-8067 or email
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11.0 Training Staff will receive specific training in relation to this policy where it is identified in their individual training needs analysis as part their development for their particular role and responsibilities. 12.0 Data Protection Act and Freedom of Information Act All staff have a responsibility to ensure that they do not disclose information concerning the Trust’s activities or about service users in its care to unauthorised individuals. This responsibility applies whether you are currently employed or after your employment ends and in certain aspects of your personal life e.g. use of social networking sites etc. The Trust seeks to ensure a high level of transparency in all its business activities but reserves the right not to disclose information where relevant legislation applies. 13.0 References • Managing Stress at Work: A Refined Framework for Line Managers Health and Safety Executive (HSE) and Chartered Institute of Personnel and Development (CIPD) (2008) • Health and Safety Executive (HSE) website provides further information and resources in relation to stress: http://www.hse.gov.uk/healthservices/ o ‘Work-related stress’ HSE website page o ‘Work-related stress: Resources’ HSE website page o ’Board Director/Chief Executive Officer: Your role in the management standards’ HSE website page o ‘Line Manager Competency Indicator Tool’ HSE online tool o Interventions to Control Stress at Work in Hospital Staff, Contract Research Report (2002) o How to tackle work-related stress: A guide for employers on making the Management Standards work (2009) o How to tackle work-related stress: A guide for employers on making the Management Standards work (2009) o Managing the causes of work-related stress: A step-by-step approach using the Management Standards (2009) • Working Together to Reduce Stress at Work A Guide for Employees International Stress Management Association (2008) • Royal College Nursing (RCN) website provides further information and resources in relation to stress for nurses: www.rcn.org.uk o Managing Your Stress: A guide for nurses (2005) o RCN Working Well Initiative Guidance on traumatic stress management in the health care sector (2007) o Work-related stress: A good practice guide for RCN representatives (2009) • NHS Litigation Risk Management Standards 2012-13 • Promoting mental wellbeing at work National Institute for Health and Clinical Excellence (NICE) (2009). www.nice.org.uk 13.1 Legislation • The Employment Rights Act 1996 • The Public Order Act 1986 • The Protection of Harassment Act 1997 • Human Rights Act 1998, Version 1.0 December 2012
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BCPFT-ORG-POL-1212-041 - STRESS MANAGEMENT (WORKPLACE) POLICY • • • • • • • • • •
Working Time (Amendment) Regulations 2001 Disability Discrimination Act 2005 Sex Discrimination Act 1975 - 2000 Race Relations (Amendment) Act 2000 Health & Safety at Work Act 1974 Disability Discrimination Act 1995 The Mental Capacity Act 2005 The Workplace (Health and Safety Welfare) Regulations 1992 Management of Health and Safety Regulations 1999 Freedom of Information Act 2000
14.0 Links to other Polices and Procedures Sickness Absence Policy Harassment and Bullying Policy Health and Safety Policy Supporting Staff Involved in an Incident, Complaint or Claim Policy Return to Work Policy Incident Reporting Policy Risk Management Policy Complaints and Concerns Policy Claims Management Policy Being Open Policy Whistle Blowing Policy
• • • • • • • • • • •
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Appendix 1
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Appendix 2
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