Children's Services Health and Safety Manual
Section 33: Management of Stress at Work
Policy and Guidance for Managers
Introduction
This document contains corporate policy and guidance on the management of stress
at work. It is the responsibility of line managers to ensure that stress related issues are
managed in line with this document in any area under their control.
Manager’s Checklist
The checklist below identifies key actions involved in managing stress at work. Further
information on each of these points is contained in this document.
1. Do you understand NCC’s overall policy and principles relating to stress management?
2. Do you understand the difference between ‘stress’ and ‘pressure’?
3. Do you understand your responsibilities and the responsibilities of others?
4. Has a risk assessment of potential sources of stress been carried out either via the WellBeing Programme or, for schools that are not part of the Well-Being Programme, by
using the Stress at Work risk assessment form and accompanying guidance?
5. Do you understand how to recognise the signs and symptoms of stress in individuals?
6. Are you aware of the support mechanisms and interventions for individuals experiencing
pressure or stress?
7. Are you aware of how individuals can report cases of work-related stress?
8. Do you know how to investigate the causes of stress with individual employees?
9. Are you aware of what to do in cases of stress-related sickness absence?
Defining stress
Stress and Pressure
The Health and Safety Executive defines stress as 'the adverse reaction people have to
excessive pressure or other types of demand placed on them'.
Pressure will be present in all jobs in one form or another. Pressure and challenge, even
when high, can be motivating and stimulating. Pressure that can be responded to effectively
is likely to lead to job satisfaction. However, pressures at a level and at a time where an
individual cannot cope, or even too little pressure or challenge, can lead to stress.
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Stress and Medical Conditions
‘Stress’ is not considered to be a disease or diagnosable illness. Nevertheless, exposure to
excessive pressure can result in physiological, psychological, cognitive and emotional
manifestations in individuals - see ‘signs of stress’ below.
It should also be noted that people do not have a predisposition to stress. Their response
will depend on the amount of pressure and ability to cope at the time and will therefore differ
from person to person. However, no one can be considered to be immune.
Policy and Principles
Policy on Managing Stress at Work
Norfolk County Council is responsible for the health, safety and welfare of its employees at
work and recognises that their well-being is important to the Council’s performance and
service delivery, together with supporting people as valued employees.
Primarily NCC is concerned with stress arising from the working environment, but it also
recognises that events occurring in an employee’s personal life may also lead to stress.
Therefore sometimes an approach has to be taken of giving appropriate assistance to an
employee, whatever the cause of their stress, particularly if this has an impact on the
employee’s ability to work effectively.
NCC aims to take positive measures to manage stress effectively these include:

Conducting risk assessments to identify all workplace stressors and to eliminate
stress or control the risks from stress. These risk assessments will be regularly
reviewed. These assessments will be facilitated by the Well-Being Programme as a
means of identifying the key stressors within a team.

Consulting with Trade Union Safety representatives on all proposed action relating to
the prevention of workplace stress.
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Providing training for all managers and supervisory staff in good management
practices.
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Providing confidential counselling for staff affected by stress caused by either work or
external factors.
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Providing adequate resources to enable managers to implement NCC’s agreed
stress management strategy.
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Monitoring and reviewing the stress management approach to ensure that it
continues to meet the organisation’s needs.
Supporting Principles
The following principles apply to NCC’s approach to dealing with stress:
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The management of stress will be dealt with in a way that is non-discriminatory and
in accordance with NCC’s equal opportunities policy.
Employees will be dealt with fairly and consistently across the organisation.
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
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NCC will aim to provide a positive and preventative approach to stress rather than a
punitive one.
NCC will be sensitive and supportive, as far as is reasonably practicable, to those
experiencing stress.
The management of stress, including the monitoring of stress-related information will
be conducted with respect for individual confidentiality and in accordance with the
requirements of the Data Protection and Access to Medical Reports Acts.
Open communication will be encouraged and promoted.
Policy Implementation & Well-Being Programme
To ensure that stressors are consistently identified and addressed, the Children’s Services
Well-Being Programme will be used as the main risk assessment tool at
school/team/section level. The programme will:

Ensure a consistent approach to identifying risks
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Support managers and teams through the process
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Enable the collation of information on common stressors and solutions for
consideration at strategic level.
The programme sets out to improve the well-being of employees through informed
managerial practice at section/unit level and through helping staff to develop strategies that
promote their own physical and psychological health. A basic method is to use a
collaborative problem-solving approach. It does not 'target' individuals, and it is not a
counselling service.
The central strategy of the programme involves training site-based Well-Being Facilitators,
at least one in every section/unit, who administer the Well-Being Programme processes in
that area. Further information on the Children’s Services Well-Being Programme is available
on Esinet.
To assist in the identification of stressors within their teams and to put it into the context of
overall staff well-being, managers are required to actively support the implementation of the
programme and to encourage their staff to participate.
A review of a team’s action plan, key stressors and Well-Being questionnaire should
normally be carried out at least every 1-2 years as part of the programme itself.
Line managers should, in addition, instigate a review:
 As soon as there are developments to suggest that they are no longer valid (e.g.
individual reports absence due to stress).
 Where there has been a significant change to the work environment (e.g. a
significant period of reorganisation begins, new manager).
Review does not necessarily mean carrying out a new risk assessment, but checking over
the existing one to ensure it is still valid and that any changes are reflected in the risk
assessment.
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Schools that are not part of the Well-Being Programme
Schools that have not yet opted to join the Well-Being Programme must complete a risk
assessment of potential sources of stress using the ‘Stress at Work - Assessment of Good
Management Practice’ form. The questions on this form are modelled on the HSE’s stress
management standards.
The stress risk assessment may be completed via a number of routes, e.g. at team
meetings, on away-days, using individuals’ views collated from appraisals, one-to-ones, etc.
By whatever route the risk assessment is carried out, managers should communicate the
findings of the stress risk assessments to their section/unit.
Individuals may have difficulty raising personal concerns in a group setting. If the risk
assessment is to be completed in a team or group setting, managers should ensure that
individual employees are aware of how they can raise personal issues with the manager on
a one-to-one basis.
If significant issues are identified (or issues that the line manager is unable to address) it is
advised that managers discuss the findings of stress risk assessments with their immediate
line manager.
The ‘Stress at Work - Assessment of Good Management Practice’ form should not be used
to carry out personal stress risk assessments. If a personal stress risk assessment is
required a ‘Stress Action Plan’ should be developed.
Roles and Responsibilities
Senior Managers
 Demonstrate their commitment and support to this policy by ensuring that the
principles and approaches to managing stress are implemented.
 Reflect the policy’s principles and approaches within their own management practice.
 Ensure resources are available to implement the stress management approach.
 Provide adequate support to line managers in the implementation of this policy.
Line Managers (at all levels)
 Reflect the policy’s principles and approaches within their own management practice.
 Adopt an open attitude, ensuring that they are accessible to employees who wish to
discuss problems and anxieties and that communication methods are effective.
 Adopt a flexible approach, wherever possible, to work schedules to help avoid
conflicts between work and personal life.
 Ensure that employees have access to appropriate training in order to recognise
stress and manage pressure.
 Ensure that employees are provided with clear and realistic objectives and that
performance is managed effectively and fairly.
 Communicate openly and honestly with employees.
 Co-operate with the relevant Well-Being Coordinator in the delivery of the Well-Being
programme to their team.
 Support the team’s Well-Being facilitator in their role.
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
Ensure that stress risk assessments are undertaken (either via the Well-Being
Programme or, for schools not in the Well-Being Programme, using the Stress at
Work risk assessment form); and reviewed on a regular basis and that appropriate
action is taken where necessary.
Individual Employees (including all Managers)
 Support NCC’s stress initiatives including the Well-Being Programme.
 Recognise that they themselves may be a cause of stress to others, accept
responsibility and take action to deal with this.
 Attend appropriate training so that they are better able to recognise and manage
pressure and stress in themselves and others.
 Communicate openly and honestly with their manager and colleagues.
 Identify causes of stress in the workplace and report them to their line manager.
 Take responsibility for their own well-being at work
Trades Union Representatives
 Help promote and support stress initiatives including the Well-Being Programme in
the workplace and to encourage full participation by everyone.
 Ensure that their members are aware of support mechanisms available to them.
 Support the monitoring and review of this policy, e.g. via Corporate and
Departmental H&S committees.
Signs of Stress
Some common signs of stress are listed below. However, experiencing any of these does
not necessarily give an indication of stress and further advice should be sought from HR
when concerns are raised.
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Persistent or recurrent moods – anger, irritability, detachment, worry, depression,
guilt and sadness.
Physical sensations/effects – aches and pains, raised heart rate, increased sweating,
dizziness, blurred vision, skin or sleep disorders.
Changed behaviours – increased absence levels, difficulty concentrating or
remembering things, inability to switch off, loss of creativity, making more errors,
double checking everything, eating disorders, covering up mistakes by lying,
increased use of alcohol, tobacco or drugs.
Prolonged or extreme exposure to the possible symptoms of stress is associated with
serious chronic disease such as heart disease, back pain, gastrointestinal problems, anxiety
or depression.
Managers should also be aware of the following possible signs:
 Increase in overall sickness absence – particularly frequent short-term absences.
 Poor work performance – less output, lower quality, poor decision making.
 Relationships at work – conflict between colleagues, poor relationships with clients.
 Staff attitude and behaviour – loss of motivation or commitment, poor time-keeping,
working longer hours but with diminishing effectiveness.
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Where managers have concerns they must discuss these with the individual concerned, to
identify any further actions required.
Supporting Managers and People Experiencing Pressure and
Stress
Support for Managers and Employees
The following support mechanisms are available to assist with implementation of this policy:
Well-Being Programme
A summary of the Well-Being programme is given above.
Norfolk Support Line
Norfolk Support Line is a confidential counselling service which is available free to NCC
employees and their immediate relatives. The service is provided by an external counselling
organisation, with telephone and face-to-face counselling available. Individuals can contact
the service with home or work related issues.
A managerial advice line is also available, where people with responsibility for others can
contact a trained advisor to seek advice on dealing with ‘people issues’.
Norfolk Support Line can be contacted on 0800 1697676 (24 hours).
Corporate Training and Development (CTD)
CTD provide a range of courses that can help managers and individual employees address
potential causes of stress and help individuals deal effectively with work pressures, for
example:
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Developing and managing employee performance
Handling difficult situations assertively
Dealing with violence and aggression
Customer care
Individual well-being
Sickness absence management (Improving Attendance)
Information on CTD courses is available, for non schools, from the HR intranet site or, for
schools, via CTD’s website – enter course title in ‘Course Search’ at the top of the home
page for details of course content, dates and costs.
Human Resources (HR), Personnel
To provide support and guidance to managers and employees in dealing with stress and in
the use of the Council’s related policies and procedures, for example:
Work-life balance (WLB): - Personal issues may reduce the individual’s ability to cope with
normal work pressures and vice versa. This may lead to their performance suffering,
sickness absence, etc. Therefore, even if the primary cause is not work appropriate support
should be provided to the employee. This support may include looking at how the
organisation can help the employee achieve a better work-life balance.
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The Department for Trade and Industry website gives the following definition of WLB:
‘Work-life balance is about adjusting working patterns. Regardless of age, race or gender,
everyone can find a rhythm to help them combine work with their other responsibilities or
aspirations’.
Competency based appraisal: - Appraisals give employees an opportunity, at least on an
annual basis, to get together with their manager to discuss their performance and their
contribution to service objectives. The inclusion of pressure and workload issues into the
Norfolk Competencies system means there is a clear route for pressure related issues to be
discussed at appraisals.
Sickness absence due to stress (whether work or home related) must always be handled in
accordance with NCC’s overall sickness absence management policy.
Guidance on these topics can be found, for non-schools, at the Employment Topics section
of the HR intranet site ; or, for schools, in the Personnel Handbook on Esinet.
Human Resources (HR), Health and Safety
Departmental safety advisors are available to provide support and guidance on the risk
assessment process, the steps that can be taken to minimise or eliminate risk and to
provide specific guidance on potential stressors such as:
Physical/environmental factors: - Employees may report that physical or environmental
factors are a potential cause of stress. Issues of this type should be addressed by referring
to guidance on Workplace health and safety (Section 19 of the Health and Safety Manual)
or Working with VDUs (Section 6); with further advice being sought from your Health and
Safety Adviser as appropriate.
Violence: - Stress arising from violence at work should be addressed through guidance
contained in Section 8 of the Health and Safety Manual.
Occupational Health Advice
Early and ongoing Occupational Health (OH) advice is usually of critical value in stress
cases. Timescales for starting the referral process are contained in the Corporate sickness
absence policy.
Common questions to ask in OH referrals in stress cases would include:
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What is the nature of the employee’s illness? Does the employee have a diagnosable
medical condition and what is the effect of this condition on the individual?
Is the person receiving the correct treatment for any existing medical condition?
What is the prognosis?
Is the individual medically fit to attend a meeting with their manager to discuss the
causes of their absence and how a return to work can be achieved?
When referring an employee to Occupational Health in relation to stress, ensure the
Occupational Health doctor/nurse is given full details of issues in the workplace that may be
a cause of stress.
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Using Occupational Health to start the Stress Action Plan process
It is not necessary to involve OH in the Stress Action Plan process. However, if the
employee has refused any contact with the organisation (manager, HR, etc.) it may also be
necessary to ask other questions in the referral such as:
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What does the employee feel are the causes of their stress?
What are the most important work issues that the employee would wish to see
addressed and how they would like these issues to be resolved, so they can return to
their workplace and perform their job?
By this means OH can work with the individual to identify the ‘Stage 1’ issues of the Stress
Action Plan, which the manager can then follow-up.
Reporting Incidents of Work-Related Stress
If an employee feels they are experiencing work-related stress, they must report this on an
NCC Incident Report Form.
As part of the investigation, the line manager should:
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Review any previous stress risk assessments carried out.
Ask the employee to provide the reasons and examples of why they feel they are
experiencing work-related stress (this should lead on to the creation of a Stress
Action Plan).
Identify any further actions to be taken (e.g. review team stress risk assessment,
create individual Stress Action Plan, etc.).
Record all of the above on the Incident Report Form
Information on what do to with completed Incident Report Forms is contained in the Incident
Reporting Flowchart in Section 12 of the Health and Safety Manual.
Absence from work due to stress (whether work or non-work related) must also be reported
in accordance with NCC’s sickness absence reporting procedures.
Where the employee is uncomfortable discussing these issues with their line manager then
they should contact their HR department for advice.
Investigating Stress with Individuals – Stress Action Plan
There may be many occasions when an investigation of an individual’s perceived causes of,
or reasons for, work-related stress is necessary. For example:
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During incident investigation by line managers
When investigating the causes of sickness absence due to stress (particularly long-term
sickness absence)
When planning a phased return to work after sickness absence
As a result of stress issues being identified in individuals’ appraisals
As a result of a stress risk assessment being carried out, which has highlighted issues
concerning particular employees
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Stress Action Plan
In the first instance, the manager and individual employee should investigate the causes of
stress together. If this is not possible (e.g. individual refuses to talk to their manager or
wishes for a mediator in the process) the manager should contact HR to identify an
alternative party, e.g. HR, Occupational Health, another manager, Trades Union
Representative, etc. (See ‘Using OH to start the Stress Action Plan process’ above).
Please see NCC’s sickness absence policy for further guidance on dealing with situations
where employees who are absent from work are not fit, or refuse to speak to their line
manager.
The ‘Stress Action Plan’ form is taken from the successful systems used by Bradford
Council. The ‘Stress Action Plan’ approach is designed to facilitate a way forward; it is not a
blaming opportunity but rather a chance to reflect upon the situation and the circumstances
around it, which should enable a move forward to a satisfactory outcome.
This approach is not intended to address the medical aspects of stress (e.g. clinical
depression); that should be addressed through Occupational Health. However, this
approach can address the personal and organisational issues that have led to the
individual’s perceptions of stress.
Instructions on how to use the Stress Action Plan form are given below.
Stage 1
The first stage of the process is for the employee to complete the first three columns of the
Stress Action Plan form. The employee should not complete this stage with their line
manager, but could either do it alone or preferably with the support of another person (e.g.
HR, Occupational Health, etc.) to ensure they are being specific enough on the issues
outlined below.

Employee’s Perceptions of Stressors
The employee should write down their perceptions/feelings about the situation (e.g. no
one listens to me, can’t cope with workload, no one interested, no support, etc.). Simple
statements such as ‘I feel stressed’ are not adequate enough to enable this approach to
be successful.

Evidence of Perceptions
The employee should provide evidence of their perceptions with specific examples of
how they have arrived at that belief (e.g. examples of why they feel no one listens to
them).
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The Future
The employee should then write down the five most significant issues in their work
situation that they like to see addressed (using examples from the evidence column) and
how they would like these issues to be resolved, so they can return to the workplace and
their job.
The aim of the ‘wish list’ is to find out what the employee wants and to use this
information as a negotiating tool with their manager. The benefit is that although their
wishes cannot be guaranteed, in most cases many can be achieved. Approaching it in
this manner means the employee plays a major part in identifying the issues they wish to
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see resolved, with the additional benefit that they are directly enabling some or all of the
problems to be resolved. From the managers’ point of view, it provides valuable
information that allows them to assist the employee in a positive way.
Stage 2
 Agreeing Specific Actions
Stage 2 should involve a meeting with the individual employee, their manager and if
necessary an HR representative. The purpose of this meeting is to allow open and
constructive communication between the two parties and allow the employee to share
their views in an open and positive way. However, once the employee has shared their
information, an opportunity must be given for the manager to respond.
If a person has an underlying medical condition recognised by the Disability
Discrimination Act (DDA), NCC is legally obliged to make reasonable adjustments to
work arrangements (see ‘Stress and the Disability Discrimination Act’). ‘Reasonable
adjustments’ might include actions such as temporary or permanent changes in
responsibilities/tasks, flexible working arrangements, allowing time-off for medical
appointments related to their disability, etc.
A referral to Occupational Health will usually be necessary to determine if an individual’s
medical condition falls under the DDA. However, even if a person does not fall under the
DDA, managers should still be willing to make reasonable adjustments if it means an
employee can remain or return to work.

Documenting Actions and Review
The manager should then document the actions agreed and the reasons for any inaction
on the suggestions made by the employee. The manager and employee should then
agree review dates (at the most one month after the creation of the Stress Action Plan)
to discuss and review progress against the actions agreed.
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