UNIVERSITY OF WARWICK
SAFETY IN THE UNIVERSITY
Management of Stress and Work-related Stressors
PURPOSE
1.
This policy outlines the measures that the University has put in place to deal with workrelated stressors and their impact on staff.
2.
This policy applies to all members of staff of the University, acknowledging that stress
management is a collective responsibility.
DEFINITIONS
3.
Stress is defined as "the adverse reaction people have to excessive pressures or other
types of demand placed upon them.” There is a difference between pressure (which can
be a positive state if managed correctly) and stress, which can be detrimental to health.
4.
Stress is not, in itself, a medical condition, though it may lead to medical conditions.
Stress can arise from a variety of stressors or combination of stressors which may
originate from personal, domestic, social, or work factors. A stressor is any event,
circumstance or demand (external or internal to the individual) which places pressure on
the individual and may result in stress. Individuals can have different susceptibilities and
coping mechanisms.
PRINCIPLES
5.
The University is committed to creating a healthy and safe working environment for all its
employees and recognises that this duty of care extends to mental well-being as well as
physical health and safety at work. The University recognises that there may be stressors
in the work environment and it is therefore committed to managing work-related stressors
proactively to reduce the personal impact of these on its employees.
6.
The University is committed to supporting all of its staff in fulfilling their obligations under
this policy.
MANAGING STRESS AND WORK-RELATED STRESSORS
7.
The Health and Safety Executive (HSE) has published management standards (see
Appendix 1) that set out the goals that organisations should be seeking to achieve with
regard to the following six work-related “stressors” that research has shown as having an
adverse effect on employees and which organisations can be expected to influence:
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8.
Demands – includes workload, work pattern, and work environment including
exposure to physical hazards
Control – includes how much say the person has in the way they do their work
Relationships – includes promoting positive behaviours to avoid conflict, and
dealing with unacceptable behaviour
Change – includes how organisational change is managed and communicated
Role – includes how well people understand their role in the organisation and
whether they have conflicting roles
Support – includes whether people are equipped with the necessary skills,
information, and support to carry out their jobs effectively
Achieving stress management and reduction is a two way process between managers and
employees as neither is likely to be able to resolve a situation on their own. However, by
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working together and, where necessary with the support of Human Resources, the
optimum resolutions can be found.
9.
General guidance for managers and employees on how to identify and deal with instances
of stress is provided in Appendix 2. Appendix 2 can also be applied to the identification
and resolution of collective issues i.e. where a wider group of staff within a unit. Staff
meetings can be useful forums for discussion of health and safety issues, including any
concerns about work-related stressors.
10. Human Resources can provide employees and managers with advice and support on
implementation of this policy.
Managers
11. Managers in relation to this policy are all members of staff, including but not exclusive to
academic, administrative, and support staff, who have management responsibilities and
are well placed to help employees and colleagues to find practical and workable solutions
at a local level.
12. Managers are expected to:
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have the indicative behaviours for preventing and reducing stress at work outlined in
Appendix 3.
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understand the symptoms of stress and sources of support that may be offered.
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establish arrangements by which staff are able to raise concerns about the
pressures that they may be experiencing at work.
•
take measures to support their staff in coping with these work-related stressors.
•
where appropriate, raise issues with managers of other departments if the stressors
arise outside their own department.
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identify general areas for action, inform their staff about their plans, and instigate
such action.
•
encourage dialogue with individuals who raise concerns or who are starting to
demonstrate behaviour that may indicate that they are subject to stress.
•
following consultation discuss, define and implement care plans for individuals who
have been identified by the University’s Occupational Health Services as being at
extra risk of stress.
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facilitate appropriate training for employees (including themselves).
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Employees
13. It is the responsibility of individual employees:
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to bring areas of concern regarding work-related stressors to the attention of their
line manager in the first instance.
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to raise their concerns via one of the other processes established in the Department
with their Link Human Resources Advisor or via other relevant University procedures
(see paragraph 15) if the employee feels unable to raise issues directly with their
line manager.
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to access sources of help and support at the earliest opportunity.
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to co-operate with managers, Human Resources, and Occupational Health & Safety.
OTHER RELEVANT POLICIES, PROCEDURES and GUIDANCE
14. The majority of situations should be addressed through the processes detailed within this
policy and guidance. There are a number of other University procedures which may be
appropriate in certain circumstances. If a member of staff is unclear which is the most
appropriate procedure to refer to they should contact their link Human Resources Adviser
for additional guidance.
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Annual Review – Every member of staff is entitled to an Annual Review with their
line manager. This provides an opportunity to discuss achievements, career
aspirations, objectives for the coming year, and development needs. One of the
results of this is a personal development plan for the individual: see paragraph 17.
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Dignity at Work and Study - This procedure is for staff or students to raise issues
relating to harassment and bullying. It provides an informal means for addressing
concerns of individuals where they feel other's behaviour is offensive and/or
intimidating, unwanted, has created working conditions or an environment or
another form of detriment about which a reasonable person could justifiably
complain.
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Management of Performance -This procedure aims to support individuals to reach
their full potential within their roles and provides a framework for managing those
whose performance does not reach, or has fallen below, the standard expected.
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Sickness Management -This policy and other procedures related to sickness
absence are intended to provide support for employees during sickness absence
and to monitor and manage absence.
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Grievance procedure –This is intended to assist the resolution of grievances in a
fair, consistent and effective manner. A grievance is a complaint by an employee
about an action which their employer has taken or is contemplating taking in relation
to them.
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OTHER SOURCES OF SUPPORT
15. The Learning and Development Centre provides a portfolio of training and selfdevelopment courses that are relevant for managing the risks of stress:
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Leadership and Management Development programmes including Stress
Management for managers – to assist managers in developing their management
skills and including the ability to be proactive in dealing with work related stress, and
to understand their management responsibilities and duties with regard to stress
amongst their staff
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Stress Awareness Training - to assist employees including managers to identify
and reduce their own stress levels
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Personal Effectiveness Training - to assist individuals in developing the core skills
that they need in their roles including, Time Management, Assertiveness, Dealing
with Change, and Effective Presentation. There is also the mentoring and coaching
scheme which is available to all staff.
16. Other sources of personal assistance are available. These include:
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Internal support services e.g. Occupational Health (including access to employee
counselling), Human Resources, Dignity Contacts, and Trade Union
representatives.
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External support services e.g. General Practitioners, specific counselling services
(Relate, Cruse, Samaritans).
17. The University provides a confidential Counselling Service for students and staff.
Employees can contact the Counselling Service directly but they need to be aware that
this does not constitute informing the University.
MONITORING AND REVIEW
18. The University has established a Stress Management and Well-being initiative for which
the Director of Human Resources and Commercial Services is accountable. This initiative
is led by the Director of Health & Safety.
19. The University’s Health & Safety Executive Committee has oversight of the Stress
Management and Well-being initiative and of the implementation of this policy of stress
and work-related stressors. The University’s Health and Safety Executive Committee
reviews performance against this policy at least annually.
20. The University uses its staff survey (Pulse) to monitor the views of staff including their
views against the six work-related stressors.
21. Link Human Resources Advisors monitor and review measures that may indicate workrelated stressors and advise their Head of Department of the issues so that action can be
taken to resolve matters.
22. The Director of Health & Safety and the Director of Human Resources Operations will
monitor and review indicators of work-related stressors across the University and instigate
action to resolve matters.
23. The Director of Health & Safety ensures that compliance with this policy is included as part
of health and safety audits and reviews. The Director of Health & Safety reports to the
University’s Health and Safety Executive Committee on his findings at least annually.
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Appendix 1: HSE’s Management Standards on Stress
Demands
Includes issues like workload, work patterns, and the work environment
The standard is that:
• Employees indicate that they are able to cope with the demands of their jobs; and
• Systems are in place locally to respond to any individual concerns.
What should be happening / states to be achieved:
• The organisation provides employees 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 are designed to be within the capabilities of employees; and
• Employees’ concerns about their work environment are addressed.
Control
How much say the person has in the way they do their work
The standard is that:
• Employees indicate that they are able to have a say about the way they do their work;
and
• Systems are in place locally to respond to any individual concerns.
What should be happening / states to be achieved:
• Where possible, employees have control over their pace of work;
• Employees are encouraged to use their skills and initiative to do their work;
• Where possible, employees are encouraged to develop new skills to help them
undertake new and challenging pieces of work;
• The organisation encourages employees to develop their skills;
• Employees have a say over when breaks can be taken; and
• Employees 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:
• Employees indicate that they receive adequate information and support from their
colleagues and superiors; and
• Systems are in place locally to respond to any individual concerns.
What should be happening / states to be achieved:
• The organisation has policies and procedures to adequately support employees;
• Systems are in place to enable and encourage managers to support their staff
• Systems are in place to enable and encourage employees to support their colleagues;
• Employees know what support is available and how and when to access it;
• Employees know how to access the required resources to do their job; and
• Employees receive regular and constructive feedback.
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Relationship
Includes promoting positive working to avoid conflict and dealing with unacceptable behaviour
The standard is that:
• Employees indicate that they are not subjected to unacceptable behaviours, e.g.
bullying at work; and
• Systems are in place locally to respond to any individual concerns.
What should be happening / states to be achieved:
• The organisation promotes positive behaviours at work to avoid conflict and ensure
fairness;
• Employees 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; and
• Systems are in place to enable and encourage employees to report unacceptable
behaviour.
Role
Whether people understand their role within the organisation and whether the organisation
ensures that the person does not have conflicting roles
The standard is that:
• Employees indicate that they understand their role and responsibilities; and
• Systems are in place locally to respond to any individual concerns.
What should be happening / states to be achieved:
• The organisation ensures that, as far as possible, the different requirements it places
upon employees are compatible;
• The organisation provides information to enable employees to understand their role and
responsibilities;
• The organisation ensures that, as far as possible, the requirements it places upon
employees are clear; and
• Systems are in place to enable employees to raise concerns about any uncertainties or
conflicts they have in their role and responsibilities.
Change
How organisational change (large or small) is managed and communicated in the organisation
The standard is that:
• Employees indicate that the organisation engages them frequently when undergoing an
organisational change; and
• Systems are in place locally to respond to any individual concerns.
What should be happening / states to be achieved:
• The organisation provides employees with timely information to enable them to
understand the reasons for proposed changes;
• The organisation ensures adequate employee consultation on changes and provides
opportunities for employees to influence proposals;
• Employees are aware of the probable impact of any changes to their jobs. If necessary,
employees are given training to support any changes in their jobs;
• Employees are aware of timetables for changes;
• Employees have access to relevant support during changes.
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Appendix 2 - Guidance on how to deal with instances of stress
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How might an individual become
aware of and recognise stress for
themselves?
unable to concentrate or remember things
losing sleep through worrying
feeling anxious, irritable and/or depressed
feelings of panic
increased level of sickness absence
avoidance of social situations
a colleague, manager, or friend letting you
know that you appear stressed
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How might a manager
recognise stress in others?
individual or someone else informs manager
directly or expresses concerns about an
individual
change of behaviour, such as moodiness,
irritability, falling out with colleagues
pattern of frequent absence and/or poor
timekeeping
individual working excessive hours/‘overdoing it’
standard of work falls or deadlines not met
lack of motivation, appearance of fatigue
Cause for concern
identified by staff
member or manager
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Appropriate action for the
Individual
be aware of and take
responsibility for own well being
seek support from within
University, family and/or GP
arrange to meet with manager
prepare to be open about the
factors creating the stress ie.
workload, role conflict, personal
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Appropriate action for the
Manager
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arrange to meet with the
individual, taking advice from HR
as appropriate
read through the Stress Policy
and Guidelines in preparation for
the meeting
During the discussion:
the manager is there to listen to the individual
and to understand the points being made
during the meeting the manager is to gather
information, handle emotions, give and
receive feedback, agree action
discuss support the individual is receiving
more than one meeting may be needed to
give time for reflection
may devise action plan
Action Plan: What might it include?
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recognition that there is a situation which requires managing
commitment of both individual and manager to the plan
agreed specific actions with timescales
agreed sources of support for individual
agreed level of confidentiality as to who should be informed and by
whom
agreed timescale for follow up meeting(s)
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Appendix 3:
Indicative behaviours for preventing and reducing stress at work
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Being respectful and honest to employees
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Behaving consistently and calmly
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Being thoughtful in managing others and delegating
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Monitoring and reviewing existing work, allowing future prioritisation and planning
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Dealing with problems promptly, rationally and responsibly
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Listening and consulting with team, providing direction, autonomy and development
opportunities to individuals
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Dealing with conflicts fairly and promptly
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Seeking advice when necessary from managers, human resources, and occupational
health
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Supporting and taking a responsible approach to issues
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Being available to talk to personally
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Having a relaxed approach, such as socialising and using humour
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Seeking to understand the individual in terms of their motivation, point of view and life
outside work
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