HRPOL26
Psychological Wellbeing Policy and Procedure
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Version:
V5
Ratified by:
People and Culture Steering Group
Date ratified:
16/04/2024
Job Title of author:
HR Business Partner
Reviewed by Committee or Expert Group
Staff Partnership Forum
Equality Impact Assessed by:
HR Business Partner
Related procedural documents
• •
Review date:
Grievance Policy (HRPOL15) Attendance Management Policy & Procedure (HRPOL31) • Inclusion & Diversity Policy (HRPOL23) • Dignity at Work Policy (HRPOL30) • Colleague Volunteering Policy (HRPOL42) • Freedom to Speak Up (Whistleblowing) Policy (HRPOL01) • Special Leave Policy & Procedure (HRPOL17) • Flexible Working Policy (HRPOL16) 16 April 2027
It is the responsibility of users to ensure that you are using the most up to date document template – i.e. obtained via the intranet. In developing/reviewing this policy Provide Community has had regard to the principles of the NHS Constitution.
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Version Control Sheet Version V5
Date 16/04/2024
Author HRBP
Status Ratified
V4
01/03/2021
HRBP
Ratified
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Comment
Contents 1.
Introduction ............................................................................................................. 5
2.
Policy Statement ..................................................................................................... 5
3.
Policy Aims ............................................................................................................. 6
4.
Scope of this Policy ................................................................................................ 6
5.
Definitions ............................................................................................................... 6
6.
Psychological Wellbeing in the Workplace .............................................................. 7
7.
Securing the Health and Safety of Employees ........................................................ 7
8.
Implementation ....................................................................................................... 8
9.
Roles and Responsibilities ...................................................................................... 9
10.
Procedures ....................................................................................................... 11
11.
Self-Assessment Tools ..................................................................................... 11
12.
Stress Risk Assessment Action Plan ................................................................ 13
13.
Review and Monitoring ..................................................................................... 14
14.
Links with Other Policies ................................................................................... 14
15.
Appendices ....................................................................................................... 14
Appendix 1: Guidance for Managers in relation to the care of Employees .................... 16 Appendix 2: Process for Accessing and Managing Stress ........................................... 20 Appendix 3: Referral Flowchart for Managers ............................................................... 29 Appendix 4: Stress Risk Assessment Action Plan ......................................................... 30 Appendix 5: Wellness Action Plan Template for Employees ......................................... 39 Appendix 6: Health and Wellbeing Structure ................................................................. 44 Appendix 7: Equality Impact Assessments.................................................................... 45
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1. Introduction Provide Group accepts responsibility as an employer to provide a safe and healthy working environment for its employees. Provide also recognises that a comprehensive approach to promoting psychological well-being at work should include employee, middle management participation and top management commitment. This is supported by the Health and Safety at Work Act 1974, and the Management of Health and Safety at work Regulations 1992, which impose specific legal duties on employers to assess the health and safety risks to employees, and to identify measures to reduce the risk of stress and promote the psychological well-being of employees at work. Provide Group not only has a duty of care to its patients but also to its employees. Provide Group believes that the measures set out in this policy will contribute to creating and maintaining a healthy working environment, minimize the potential for psychological ill-health and provide support for those experiencing difficulties. It must be recognised that this policy forms only one strand of the overall Employee Health & Wellbeing Strategy. This strategy supports the organisation’s People and Culture Strategy which commits to: “Engage and grow great people to achieve great things.” A working environment that promotes and sustains positive psychological wellbeing is one that is challenging, stimulating and enriching and therefore feeling a certain level of pressure is a normal aspect of everyday life. When the pressure exceeds an individual’s coping abilities and resilience, there is a negative reaction which may result in pressure turning into stress. Adverse stress reactions may lead to poor performance and disengagement from the workplace, with often extreme negative effects on service delivery. Provide Group recognises that stress in the workplace is a health and safety issue and acknowledges that importance of identifying and reducing workplace stressors. It also recognizes that work place stress can be a major factor in reduced employee performance, commitment and motivation, increased sickness absence, loss of productivity and general absenteeism. The organization therefore accepts that recognition, management and reduction of stress and promotion of psychological health can have substantial benefits in improving an individual’s general health and aims to achieve this through the strategies and policies and procedures stated previously.
2. Policy Statement Provide Group is committed to the health, safety and welfare of its employees, patients, visitors and contractors. Provide recognises that work-related stress has the potential to have a significant impact on an individual and the organisation’s business. Therefore, Provide Group is committed to ensuring, so far is reasonably practicable, that stressors are recognised as part of a systematic review of workloads, environments and
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tasks undertaken by employees, also ensuring appropriate measures to manage these stressors are identified and implemented.
3. Policy Aims The aims of this policy are to: • • • • • •
Highlight the organisation’s commitment to protecting the psychological and physical well-being of all its employees. Highlight key evidence to support recommendations for management and organisational action to protect psychological well-being at work. Identify ways in which both management and employees can take responsibility for their own psychological well-being at work and those who may be affected by their acts or omissions. Implement the HSE Management Standards for tackling work related stress (see Appendix 1). Promote a culture of encouragement, participation and open communication. Effectively manage the return to work of individuals who have been absent as a consequence of psychological ill-health.
4. Scope of this Policy This policy applies to all employees of the Provide Group
5. Definitions The Mental Health Foundation defines stress as “the degree to which you feel overwhelmed or unable to cope as a result of pressures that are unmanageable”. At the most basic level, stress is our body’s response to pressures from a situation or life event. What contributes to stress can vary hugely from person to person and differs according to our social and economic circumstances, the environment we live in and our genetic makeup. Some common features of things that can make us feel stress include experiencing something new or unexpected, something that threatens your feeling of self, or feeling you have little control over a situation. Sometimes, this stress response can be an appropriate, or even a beneficial reaction. The resulting feeling of ‘pressure’ can help us to push through situations that can be nervewracking or intense, like running a marathon, or giving a speech to a large crowd. We can quickly return to a resting state without any negative effects on our health if what is stressing us is short-lived. However, there can be times when stress becomes excessive and too much to deal with. Anyone can experience work related stress, as no one is immune. It exists where people perceive they cannot cope with what is being asked of them at work – a reaction occurs where there is a mismatch between work requirements and the individual’s ability to cope. It is important to remember that work-related stress is not an illness, but if it is prolonged, or particularly intense, it can lead to increased problems with ill health, psychological in particular but also physical in some circumstances. Wellbeing is defined by the Oxford English Dictionary as “the state of being comfortable, healthy or happy”.
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Wellbeing can be understood as how people feel and how they function, both on a personal and a social level. Ultimately wellbeing is important for employees and their colleagues and it is a vital component that allows individuals to flourish in all aspects of their lives.
6. Psychological Wellbeing in the Workplace The recognition and management of psychological wellbeing are integral to Provide’s responsibilities for all of their employees and form an important part of the role of senior leaders and managers. There is a Non-Executive Wellbeing Guardian and Executive Workforce Wellbeing Guardian to ensure employee wellbeing is considered at Board Level and clear links to how other roles throughout the organisation champion and embed wellbeing into the organisation. This structure is shown in Appendix 6. This policy is primarily concerned with the negative effects of stressors arising from the factors within the workplace and their impact on an employee’s psychological health. However, the organisation recognises that stress may be influenced by a variety of factors and that no single cause may necessarily be identified. The emphasis of this policy is to encourage and assist employees as well as those with responsibilities for their management to identify what contributes to positive wellbeing and promote this, but also to identify where this is lacking and how to deal with stress reactions themselves. It is recognised that there will be times when some employees may require professional help and support. It is recommended that employees seeking help should normally speak with their line manager in the first instance. The Human Resources Department, Occupational Health Service or the Employee Assistance Programme are also able to provide guidance and assistance. Provide Group considers that seeking help and support should be seen as a positive approach, to be encouraged and handled sensitively and should not be viewed in any sense as an admission of weakness. In the Appendices of this policy, practical advice is provided for both managers and employees on how to nurture a climate wherein seeking help and support is encouraged and not penalised in any way.
7. Securing the Health and Safety of Employees Provide acknowledges that stress in the workplace can be caused by any combination of a number of quite diverse factors, such as: • • • • • • • •
The nature of the job and lack of control of workload; The working environment; Working unsocial hours/shifts; The relationships with others at work, including patients/clients; Facing challenging behavior; Communication arrangements; Personal responsibilities and expectations Experiencing or witnessing traumatic incidents.
Provide also recognises that there may be problems outside the workplace that will cause an individual member of employees to suffer from the negative effects of stress, and that these may affect an individual's health and performance within work. Page 7 of 46
In this situation, undue negative stress may occur because of work-related and non-workrelated factors. Provide Group will: • • • • • • • • • •
Ensure, so far as is reasonably practicable, that excessive stress is eliminated from the work environment and that the necessary risk assessments are completed and acted upon in the case of workplace stressors; Provide suitable support mechanisms for employees suffering from the negative effects of stress; Encourage a working environment where employees who feel they are suffering from the negative effects of stress can approach their managers in confidence, in order that necessary support mechanisms can be put in place; Encourage a culture where stress is not seen as a sign of weakness or incompetence; Ensure adequate rehabilitation of employees returning to work after periods of absence; Provide suitable training and guidance for line managers to enable them to recognise symptoms of negative stress in their team members and themselves; Provide suitable training and guidance to line managers to enable them to undertake the necessary risk assessments in relation to stress in the workplace; To arrange for implementation of effective control measures where appropriate; Provide information and training for employees in general on the effects of stress at work, effective communication, handling difficult situations, time management and employee relations; Undertake general health promotion activities within the workplace.
Where employees are suffering from excessive stress, the organisation will, as far as is reasonably practicable, provide the necessary mechanisms to promote a return to full health as quickly as possible. Employees are encouraged to refer themselves to any one of the following: • • • • •
Line Manager; Senior Manager/Chief Officers; Human Resources Advisor; Occupational Health Service Employee Assistance Service.
All referrals to the above will be dealt with in confidence. Employees will be offered any relevant support, help with stress reduction techniques and a full appraisal of their work situation, if appropriate. Some additional guidance is attached in Appendix 3, published by the Health & Safety Executive, which all employees can use to identify any areas of concern of areas that may be improved to reduce the impact of both work and home stressors.
8. Implementation Managers will be responsible for ensuring all stressors are identified as part of an ongoing process for all employees within their service. All employees shall receive support if required in line with this policy and procedure.
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Ultimately, this policy falls into the remit of Human Resources. Therefore, the Human Resources Department will monitor the ongoing implementation and effectiveness of this policy.
9. Roles and Responsibilities Provide recognises that, whilst a degree of stress can be a positive force at work, excessive pressures can have a negative effect on health and on performance at work. Provide is committed to promoting good health at work and is therefore concerned to recognise any negative effects that stress may have on individual employees and to provide suitable support mechanisms from the negative effects of stress. To facilitate this in addition to the Health & Wellbeing roles outlined in Appendix 6, the responsibilities of the main employee groups are described below: Group Chief Executive Responsibilities The Group Chief Executive within the resources available carries ultimate health and safety responsibility for the implementation of this policy. They will also discharge Provides’ overall duty as an employer, so far as is reasonably practicable, on behalf of Provide Board. It is the duty of the employer to ensure co-operation/co-ordination across Directorates and with other organisations, including GP practices and health centres. Corporate Responsibilities Provide Board is responsible for the overall management of health and safety within the organisation. It is responsible for providing leadership; ensuring all Provide decisions reflect the intentions laid down in this policy; and monitoring the implementation of this policy. Each Chief Officer of the Board has responsibilities with regard to implementing this policy in their service area. These responsibilities are listed below. In addition, individual Executive Directors of the Board have strategic health and safety responsibilities, which are also described below. Chief Officer Responsibilities • • •
Under the leadership of the Group Chief Executive, each Chief Officer/Lead will be responsible for the overall implementation of this Policy within their specific Directorate. They will ensure arrangements are in place for the effective planning, organisation, control, monitoring and review of preventative and protective measures in line with policy. The Provide Directors/Leads will delegate their direct responsibility for implementation of this Policy, but will remain ultimately accountable to the Board and the Managing Director for the safety performance of their Directorate.
Senior Manager Responsibilities (including Heads of Service/Assistant Directors) • •
Senior Managers will be responsible and accountable to their Director or Manager for the safety performance of their areas of activity. Specific responsibilities will be allocated from a Directorate level down but, as a general rule, the direct responsibility of Senior Managers for the psychological wellbeing of their employees should be determined by the extent to which they have
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authority to take executive action, as detailed in their job descriptions. Senior Managers are responsible for ensuring: • • • • • •
Continued promotion of effective health and safety throughout their areas of activity; Employees under their management are adequately trained, informed, instructed and supervised. Ensuring that team leaders / managers are arranging health and safety training for their employees; Risk assessments relating to psychological well-being of employees are carried out within the service as required; All employees are aware of their individual responsibilities with regards to health and safety; Effective health monitoring is in place; A regular review of health and safety performance is undertaken within their services which includes the psychological well-being of their employees.
Team Leader, Clinical Manager and Ward Manager Responsibilities Team Leaders, Clinical Managers and Ward Managers are responsible for the implementation of this Policy within their area of activity and are accountable to their relevant Senior Manager. Each Team Leader or Manager will: • • • •
• •
• • •
Ensure effective communication, implementation and monitoring of health and safety; Ensure that new employees attend induction on commencement of employment; Undertake regular appraisals and review training and development needs; In accordance with the Attendance Management Policy, keep in touch with employees who are on prolonged absence, and in consultation with Human Resources and Occupational Health, discuss the best way to support a return to work (Refer to the Attendance Management Policy via the intranet) Promote good team work within their department (see Appendix 3, promoting psychological well-being at work: What managers can do, for further information); Provide support to employees involved in traumatic/stressful incidents and situations giving immediate and ongoing support to staff, such as verbal support, medical help, counselling via the Employee Assistance Programme, training and where appropriate time off to recover from the incident; Support employees in stressful situations such as being called as a witness to an incident; Offer extra support such as counselling via the Employee Assistance Programme for any employee experiencing any difficulties with an incident or event; Record any support offered and given in the employee’s personnel file.
Employee Responsibilities (including Seconded, Locum, Bank and Agency workers, Volunteers, Students on placement and those on Work Experience) All will: • Become familiar with the location of all Provide policies, via MyCompliance or obtaining access to hard copies of the policy; • Ensure that they are clear about their own objectives, roles, responsibilities and expectations of managers and colleagues; • Request access to training and support as required. Further information on appropriate courses can be obtained through the Learning and Development Department; Page 10 of 46
• • • • • •
Co-operate with colleagues to promote good working relationships and cultivate support networks; Find out how to access confidential support through Human Resources or Occupational Health; Discuss concerns with management in confidence when identifying stressors that may be impacting work and/or health; Complete the stress risk assessment honestly; Work with management to identify potential solutions to identified stressors; Be familiar with this policy and its appendices.
10. Procedures The identification and control of possible workplace stress is a multi-faceted task. It can often relate to the way the organisation values and manages people, particularly during times of change. Additionally, unlike many other issues at work, there is an inevitable "cross-over" between home life and the workplace. Stress manifested at work may be caused, wholly or partly, by something happening in the home life, and vice versa. Appreciation of the inevitability of this complex situation is crucial. Employees should feel confident to seek assistance and discuss their work-related problems with their line manager Provide have adopted the following procedures: • • • • • • • • •
Develop and promote the requirement to inform and ensure there is participation in decision-making, and recognition and support for the difficulties encountered in the workplace; Recognise existing policies, procedures and opportunities that can be identified and promoted as being relevant to the control or reduction of work related stress, e.g. Risk Management Strategy, Health and Safety Policy, etc.; The policies and systems such as appraisals, training and development; The procedures and systems to identify and manage role ambiguity and boundary conflicts; Recognising that isolation by position or the nature of the work are as relevant to stress levels as work load; Time pressures and jobs in which there is a responsibility for the health, safety and welfare of others; Identify and implement training programmes to ensure employees are competent in all aspects of their job, particularly people management and communication skills; Ensure effective consultation regarding the identified risks and hidden factors such as the need for working irregular hours and the requirement to take work home on a regular basis to meet routine workloads; Maintain a clear and universal approach to managing attendance at work and to rehabilitating employees back into full and gainful employment.
11. Self-Assessment Tools Stress Self-Assessment Tool Page 11 of 46
Provide has developed a stress self-assessment tool that may be used by an employee to assist them in identifying the current stressors that they may be exposed to that may or may not create adverse levels of stress and result in ill health for them. The stress assessment tool is attached in Appendix 2 with guidance notes to assist in completing it, attached in Appendix 3. Wellness Action Plan (WAP) The WAP is a personalised, practical tool that an employee can use, whether they have a mental health problem or not, to help them identify what keeps them well at work, what causes them to become unwell and how to address a mental health problem at work should they be experiencing one. The WAP opens up a dialogue between the employee and their line manager, in order for their line manager to better understand the employee’s needs and experiences and ultimately enable them to better support their mental health and wellbeing, which in turn leads to greater productivity, better performance and increased job satisfaction. It is recognised that all employees have mental health just as they all have physical health and the WAP has been designed to support all employees in managing their mental health, wherever they are on the spectrum. WAPs are particularly helpful during a return to work process, if an employee has been absent due to a mental health problem, as they provide structure for conversations around what support might help them and what reasonable adjustments might be useful to discuss and consider. The WAP is attached at Appendix 5. Risk Assessment The Health & Safety Executive (HSE) expects every employer to conduct risk assessments for health and safety hazards, including work related stress. The HSE recommends a five-step approach to risk assessment: • Identify the hazards – look at how the HSE Management Standards (listed below) apply in the context of the workplace. These will help to measure the performance in managing work related stress and provide simple statements about good management practices to assist in this area. • decide who might be harmed and how - identify the problem areas using existing data (Sickness absence data, turnover etc.) and other tools and surveys. • evaluate the risk and take action – link problems to solutions, gather employee feedback, communicate results and provide feedback. • record your findings – record the findings of your assessment and develop an action plan. • monitor and review – monitor your action plan and evaluate the effectiveness of the interventions and strategies that have been implemented. Managers have a responsibility for identifying workplace stressors. The organisation encourages proactive risk assessment e.g. when a known service change is happening Page 12 of 46
and is supportive in assisting in risk reduction measures. Assessment of workplace stressors should be on-going not just following a traumatic event. It must be recognised that all employees have different strengths, weaknesses and coping abilities in relation to pressure at work. This varying response can make it difficult for managers to determine individual susceptibility to stress. It is recognised that good communication can assist in preventing work related stress. Regular team meetings should be held. Team meetings are an effective forum for raising and discussing work issues as well as finding solutions. Actions arising from team meetings should be identified and risk reduction measures documented. Regular clinical (where appropriate) and managerial supervision should be held to review work progress and Provide support for work issues. Managers can also examine the workload of the individual. Managers have a responsibility under the Management of Health and Safety Regulations 1999 to assess the risk of stress-related ill health arising from work activities. If a trigger for stress is identified, managers should refer to Appendix 3 and the flow chart will guide the manager through the risk assessment process. Appendix 1 provides guidance to managers to follow when assessing individuals or teams for work related stress. Managers should follow the HSE’s recommended 5 step guide and consider all seven key potential stressors at work, which are fully set out in the Appendix. The Health and Safety at Work Act 1974 requires managers to take measures to control the risks identified. In circumstances where risks identified cannot be reduced to the lowest practicable level, a copy of the risk assessment should be forwarded to Governance for inclusion on the Risk Register. If an episode of sickness occurs relating to work related stress, managers should refer to the Attendance Management Policy particularly in relation to reasonable adjustments and a possible phased return to work.
12. Stress Risk Assessment Action Plan Provide has developed an action plan that should be used where an employee or Occupational Health identifies that an individual is potentially experiencing adverse levels of stress. The Action Plan (see appendix 4) should be agreed between the employee and their manager and should identify the actions to be taken in relation to: • •
the stressors that have been identified through the individual’s self-assessment; and the risk assessment carried out by the manager.
It is noted that the action plan may not be limited to an individual employee and may have actions that are applicable to the team and/or department. Page 13 of 46
13. Review and Monitoring The Human Resources Department will undertake the following: • • • • •
Monitor the duties and responsibilities as specified in the policy; Ensure that immediate support is offered to employees (internally and, if necessary, externally) Liaise with the line manager to ensure that ongoing support is offered to employees (internally and, if necessary, externally) Ensure that advice is available to employees in the event of their being called as a witness (internally and, if necessary, externally) Support line managers or individuals to take action if the employee is experiencing difficulties associated with the event.
Results of the employee survey will be analysed to monitor employee perception of wellbeing and the support available. Any issues established from such monitoring will be discussed at the Staff Partnership Forum and Quality & Safety Group, including monitoring of actions identified. Provide will monitor the operation of this policy in order to: • • •
Measure its effectiveness Comply with Provides’ legal obligations Highlight practical issues and seek solutions.
14. Links with Other Policies This Policy should be read in conjunction with the following policies/procedures and the organisation’s Employee Health & Wellbeing Strategy: • • • • • • • • • • • •
Health and Safety Policy Risk Management Strategy Grievance Policy Attendance Management Policy & Procedure Equal Opportunities and Valuing Diversity Policy Dignity at Work Policy Organisational Change Policy & Procedure Volunteering Policy Freedom to Speak Up (Whistleblowing) Policy Special Leave Policy & Procedure Flexible Working Policy Working Remotely and Home as Base Policy
15. Appendices There are a range of appendices attached to this policy that offer more detailed advice and descriptions of the issues and facets as highlighted in this policy. Appendix 1 - Guidance for managers in relation to the care of staff Appendix 2 - Stress self-assessment tool Appendix 3 - Referral Flow Chart for Managers Page 14 of 46
Appendix 4 - Stress Risk Assessment Action Plan Appendix 5 - Wellness Action Plan Appendix 6 - Health & Wellbeing Structure Appendix 7 - Equality Impact Assessment
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Appendix 1: Guidance for Managers in relation to the care of Employees This guidance is intended to assist managers in fulfilling their workplace responsibilities. Recognising Signs of Stress in an employee: Unlike other health hazards in the workplace, stress may not be easy to detect. Managers may see it as an inevitable problem due to circumstances beyond their control. This in turn may be a source of stress to the manager (e.g. role conflict). Likewise, employees may also believe that the problem is beyond their or their manager’s control or may think that it is a failure to cope on their part. Either may lead to a breakdown in the communications vital to the support and maintenance of good teamwork. Whilst everyone’s response to stressors is unique, some common symptoms are discernible: Physical ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪
Mental / thinking ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪
Headaches Indigestion / heartburn Lack of appetite or over eating Muscle tensions, aches and pains Nausea / vomiting Dizziness Palpitations Sleep loss Fatigue Emotional
▪ ▪ ▪ ▪ ▪ ▪ ▪
Poor concentration Unable to listen to others Memory lapses Confusion or disorientation Difficulty with making decisions Poor planning and task execution Negative, unhelpful thought patterns Irrational beliefs
Behavioural
Irritability Becoming angry with others too easily Depressed /tearful Frightened Worried, anxious – panic attacks Impatient Mood swings
▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪
Increased smoking Increased use of alcohol or drugs Appetite changes Restlessness / fidgeting Absence Lack of motivation / commitment Increased aggression More prone to accidents / errors Avoiding contact with others Loss of sense of humour
If stress is experienced over long periods other signs may develop. These include, for example, high blood pressure, heart disease, ulcers, chronic anxiety, and long-term depression.
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Recognising Signs of Stress in the Workplace Be aware of these possible signs: •
an increase in overall sickness absence – especially frequent intermittent / short term absences
•
poor work performance – less output, lower quality of work, poor decision making, poor timekeeping, increased occurrence of accidents.
•
relationships at work – poor relationships with colleagues and patients
•
employee attitude and behaviour – poor timekeeping, loss of motivation or commitment, working long hours but with decreasing effectiveness
Some of these signs may also be symptoms of other problems, including psychiatric illness, alcohol or drug misuse (any one of which may also be related to stress). Possible Sources of Stress in the Workplace When trying to determine possible signs of stress in the workplace it is useful to use the fivestep process set out in Appendix 2. A Manager’s Role in Employee Care All employees can contribute significantly to maintaining a positive workplace culture. This is especially true of those in a managerial role who can display a leadership style which encourages their colleagues to discuss feelings of stress without the stigma of this being interpreted as a sign of weakness or failure. The following points are offered to managers as actions with which they can make a significant impact on stress reduction amongst employees within the organisation. It should be noted that these should not be seen as additional duties and responsibilities for managers but should be an integral aspect of the normal system of clinical and management supervision. Line managers should: •
Seek advice from Human Resources or from the Occupational Health Service when they are unsure how to deal with a problem.
•
Set out clear roles and responsibilities for their employees which they understand and which they can work to.
•
Identify jobs where stress has been or is a problem and action plan what can be done to minimise the risk of stress to post holders.
•
Regularly review known work pressures such as excessive workload, tight deadlines, staffing levels and the need for staff development.
•
Allow and encourage flexible work arrangements when this is reasonably practicable.
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•
Meet all direct reports on a planned or regular basis. Time should be made to listen to and discuss any concerns raised and agree next steps.
•
Establish the reasons why an employee is absent in a sensitive and appropriate manner. Ensure that there is regular contact with employees on longer term absence and offer support / assistance.
•
Ensure that all new employees receive a planned induction programme which fully prepares them for their work in the organsation. Time should be allowed to attend corporate induction events including safety training.
•
If staff are promoted, or their job changes, ensure they are given advice, support and any necessary training to help them adjust to the new situation.
•
Identify the training and development needs of their employees and monitor their own progress in meeting development needs.
•
Ensure that employees are treated fairly and consistently. Do not tolerate harassment or bullying.
•
Provide clear communication which is essential to explain, share and achieve objectives. It also helps to minimise staff uncertainty and stress at times of change. Provide regular and accurate information on matters which will affect them and their work.
Maintain confidentiality at all times when employees have disclosed matters which are not work-related and have no bearing on their capacity as employees. Line Manager Competency Indicator Tool The HSE, in association with the Chartered Institute of Personnel and Development and Investors in People have identified a series of tools to allow managers to assess whether they currently have the behaviours identified as effective for preventing and reducing stress at work; it’s aim is to help managers reflect on their behaviour and management style. Line managers may wish to self-assess themselves using this tool: https://www.hse.gov.uk/stress/mcit.pdf Below is a summary of the ‘Management Competencies for Preventing and Reducing Stress at Work’ Framework.
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Competency
Sub-Competency
Respectful and responsible: Managing emotions and integrity
Integrity having Being respectful and honest to employees Managing Emotions Behaving consistently and calmly around the team Considerate approach Being thoughtful in managing others and delegating Managing and communicating existing Proactive work management and future work Monitoring and reviewing existing work, allowing future prioritisation and planning Problem solving Dealing with problems promptly, rationally and responsibly Participative/empowering Listening to, meeting and consulting with the team, providing direction, autonomy and development opportunities to individuals Managing the individual within the team Personally accessible Available to talk to personally Sociable Relaxed approach, such as socialising and using humour Empathetic engagement Seeking to understand each individual in the team in terms of their health and satisfaction, motivation, point of view and life outside work Reasoning/Managing difficult situations Managing conflict Dealing with conflicts decisively, promptly and objectively Use of organisational resources Seeking advice when necessary from managers, HR and Occupational Health Taking responsibility for resolving issues Having a supportive and responsible approach to issues and incidents in the team
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Appendix 2: Process for Accessing and Managing Stress The principles of a risk assessment for stress are the same as for any other hazard as set out in the Health and Safety Policy. However, it can be more difficult at times for managers to identify and measure psychological hazards effectively. A suggested risk assessment process is provided within this document. This process is based on guidance from the Health and Safety Executive and adopts the key principles of ‘Securing Health Together’: this is a long-term occupational health strategy for England, Scotland and Wales. This process is aimed at stressors that affect the majority of employees in the organisation. The process should be followed to complete the risk assessment for work related ill health. Definitions Stress The HSE define stress as ‘the adverse reaction people have to excessive pressures or other types of demand placed on them.’ There is an important distinction between the beneficial effects of reasonable pressure and challenge (which can be stimulating, motivating and give a ‘buzz’) and work-related stress, which is the natural (but distressing) reaction to demands or pressures that the person perceives they cannot cope with at a given time. Stressor A stressor is anything that is perceived by the employee to cause stress. Hazard A hazard is anything that has the potential to cause harm i.e. a stressor. Risk A risk is the likelihood that someone may be harmed by a hazard that has been identified. The risk assessment process The risk assessment process involves the following five steps: Step 1: Identify the hazards. Step 2: Decide on the effect of these hazards to employees and how these can be reduced or eliminated. Step 3: Evaluate the risk by: • Identifying what action has already taken place. • Decide whether this is enough and if it is not, decide on what next steps need to be taken. Step 4: Record the significant findings of the assessment. Step 5: Monitor the controls and periodically review the assessment. Step 1.
Identifying the Hazards
Stress is a complex issue; one measure of work-related stress should not be relied on. An overall picture should be formulated by considering data from several sources, such as: ➢ Managers self-appraisal. Page 20 of 46
Consider your own behaviour and impact this may have on the team as a manager? ➢ Points to consider ▪ Are you an effective communicator? ▪ Do you manage your own time effectively? ▪ Are your team involved in decision making? ▪ Do you support and give constructive feedback to employee? ▪ Have you set targets without providing resources or support? ▪ Do you ensure that your employees take their breaks regularly away from the workplace? ▪ Do you have favourites to the exclusion of others? ▪ Do you sometimes delegate and then interfere? ▪ Do you understand the problems of your team well? ➢ Examine existing data Information may exist that can assist in identifying if there is a potential problem such as: ➢ Sickness / absence data Look at sickness / absence records and stress related absence in particular. ➢ Points to consider ▪ Are there any trends/patterns emerging e.g. particular days of the week etc? ▪ Is stress cited as a reason for absence? ▪ Do some employee groups have more stress related absence than others? ➢ Turnover rates Review figures on employee turnover. Are they high in some areas without any obvious reasons for this? ➢ Leaver Questionnaires Look at the reasons employees give for leaving and any other issues identified at the exit interviews. ➢ Managing attendance Use the return to work interview to establish if there is a work-related concern. If there is, discuss how it arose and what you can both do to prevent it happening again. Ensure that that employee is aware that they can self-refer to occupational health or contact the Employee Assistance Programme for support. If the sickness has been long term it may be necessary to have a phased return to work. ➢ Accidents at work Is there an increase in accidents / near misses? Reports of bullying and/or grievances and/or harassment What is the incidence of such reports? Do some departments/teams have more incidents than others? ➢ Occupational Health Services Has occupational health alerted you to any potential stress related issues affecting your employees in general? Has there been an increase in referrals to occupational health service? ➢ Appraisal, clinical and managerial supervision These are all opportunities to have a one-to-one discussion about work and to explore whether people in your team are experiencing excessive pressures at work. Try and Page 21 of 46
pick up on any changes of mood of notable difference in performance and offer the opportunity to discuss these openly. ➢ Environmental Factors The working environment can impact on an individual’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 should be given to: ▪ Heating ▪ Ventilation ▪ Noise ▪ Security ▪ Lone working ▪ Lighting ➢ Stressors There are seven broad categories of risk factors that have been identified that can lead to the breakdown of mental well-being, stress and other related illnesses these are: 1.
Demands: ▪ ▪ ▪ ▪
How much work is there? What are the physical, environmental and psychological demands of the work? Overload can be either quantitative e.g. the volume of work is too high or qualitative e.g. the work is beyond the individual’s ability to carry it out, this could be due to lack of training, intellect or physical ability. Having not enough work to do or having boring monotonous work can be as stressful as having too much work to do.
Points to consider when assessing for demand stressors: ▪ Volume of work ▪ Impact of shift working/unsocial hours/use of overtime/home-work balance workflow and pace. ▪ Can extra busy times be predicted? ▪ How much flexibility can be built into the work? ▪ Do employees have to continually deal with conflicts or complaints? ▪ How is this managed? 2.
Control: Higher job satisfaction is reported where employees have a reasonable amount of control over their working lives. Points to consider when assessing for control stressors: ▪ Can employees organise/manage their own workload? ▪ Can they work collaboratively in teams? ▪ Has decision making been delegated to the correct level? ▪ Are employees’ views about how best to do their jobs sought and considered?
3.
Support: Support includes: ▪ adequate training to do the job, ▪ adequate and appropriate level of supervision, Page 22 of 46
▪
regular team meetings and opportunities for individuals to talk to the line manager as well as access to counselling services or occupational health if problems are identified.
Points to consider when assessing for support stressors: ▪ Are employees able to plan their own work and made decisions about how work should be completed and problems tackled? ▪ Only monitor output of the employee if essential. Regular meetings can be used to see how things are going. At the meetings managers should provide advice and support. ▪ A supportive environment is crucial. Employees need to know that they will be supported even if things go wrong or they find that they are unable to cope with unexpected pressure. 4.
Relationships: Relationships with colleagues and the way employees interact with each other are important in psychological well-being. Points to consider when assessing for relationship stressors: ▪ Is there a culture within the team/department of treating everybody with dignity and respect? ▪ Are employees given opportunities to voice opinions and share ideas? ▪ Is bullying or any grievance dealt with promptly?
5.
Role: Stress can occur when a person’s role is ambiguous i.e. the employee is not clear about what is expected of them or how their job fits in with the rest of the organisation. Role conflict can also cause stress. Points to consider when assessing for role stressors: ▪ Do members of your team have conflicting priorities, objectives? ▪ Are members of your team reporting to more than one manager? ▪ Do members of your team have ‘extra’ duties added to normal workload?
6.
Change: All organisation experience change and change can be very positive, however some employees can find the change process stressful. Points to consider when assessing for change stressors: ▪ Are employees involved in the change process? ▪ Are employees receiving regular communication regarding the change process?
7.
Culture: A healthy organisational culture is one where communication, support and mutual respect are the norm. Points to consider when assessing for culture stressors: ▪ Do you adopt partnership approaches in the workplace to encourage employees to work with you on any emerging problems? ▪ Are employees involved in the planning process so that they understand how their work ‘fits in’? Page 23 of 46
▪ ▪ ▪
Can staff speak openly about their concerns? Is there a blame culture? How does morale seem?
Step 2 Assessing the Risks The information on stressors (as detailed above) can be used to assist with the stress risk assessment. If potential areas of risk are identified the next step is to identify who is at risk and ways of reducing risk. Step 3
Implementing control measures (using the Action plan in Appendix 4)
Control measures will vary depending on the risks identified, examples are given below: Hazard
Controls
Demands:
Ensure that employees have the appropriate training to undertake their work. Assess if tasks/working practices need to be organised or redesigned Ensure the right person is doing the right job Delegate effectively
Control:
Involve employees in decisions about the way work is carried out Allow employees to self-roster Regular team meetings Allow individuals opportunities to raise concerns Team working Regular one to one clinical and managerial supervision
Support:
Regular team meetings Ensure all relevant information is given to employees Investigate flexible working Monitor sickness absence and apply a consistent approach Give return to work interviews as per policy Be aware of symptoms of stress and at the earliest with the individual at the earliest opportunity Deal with incidents such as violence and aggression as per organisational Policy and Provide support to the individuals
Relationships: Ensure unacceptable behaviours do not take place Ensure that all employees are treated with dignity and respect within the workplace Report and manage unacceptable behaviours of individuals Role:
Provide clear job role responsibilities these should be matched against the job description. Assess periodically that the individual understands their role (use the appraisal and supervision to do this) Discuss and consult with the individual if their job role changes and explain why? Ensure that employees have clear aims and objectives with new responsibilities. Page 24 of 46
Change:
Consult and inform all employees of any organisational change that may be taking place.
Culture:
Communicate regularly with employees, particularly those working from home or remotely. Work in partnership with employees and listen to their ideas.
Step 4
Evaluating and Monitoring
For each of the hazards identified in Step 1 answer the following questions: • • •
What action are you already taking? Is it enough? and What more do you need to do?
Step 5 Review Review the risk assessment when changes in employees or processes occur.
Self-Assessment Tool Name: Job Title: Department/Service: Line Manager: Date: Concerns/Worries? Work through these categories and try to identify any that affect you as an individual.
Is this a concern or a worry for you? Yes/No
Demands – Are issues regarding your workplace, patterns and environment addressed? (Includes issues like workload, work patterns, and the work environment) Please consider these points for guidance • Do you consider your skills and abilities are matched to the job demands? • Do you feel able to meet the demands of the role? • Are jobs designed to be within your capabilities? • Are any concerns you have about your work environment addressed? Control – Do you have control over the work that you undertake? (how much say do you have in the way you do your work) Page 25 of 46
Appendix 2
What Possible Solutions could be considered by yourself and/or management?
Please consider these points for guidance • Where possible, do you have control over the pace of work? • Are you encouraged to use skills and initiative to do your work? • Where possible are you encouraged to develop new skills to help undertake new and challenging pieces of work? • Does the organisation encourage you to develop your skills? • Do you have a say over when breaks can be taken? • Are you consulted over your work patterns? Support – Do both systems and people within the workplace adequately support you? (includes the encouragement, sponsorship and resources provided by the organisation, line management and colleagues) Please consider these points for guidance • Does the organisation have policies and procedures to adequately support you? • Are there systems in place to enable and encourage managers to support you and your team members? • Are systems in place to enable and encourage employees to support their colleagues? • Do you know what support is available and how and when to access it? • Do you know how to access the required resources to do your job? • Do you receive regular and constructive feedback? Relationships – Are relationships adequately managed within the workplace? (includes promoting positive working to avoid conflict and dealing with unacceptable behavior) Please consider these points for guidance • Does the organisation promote positive behaviours at work to Page 26 of 46
• •
• •
avoid conflict and ensure fairness? Do you and employees share information relevant to your work? Does the organisation have agreed policies and procedures to prevent or resolve unacceptable behaviour? Are systems in place to enable and encourage managers to deal with unacceptable behaviour? Are systems in place to enable and encourage employees to report unacceptable behaviour?
Role – Do you understand your role and feel comfortable to raise concerns? (whether people understand their role within the organisation and whether the organisation ensures that the person does not have conflicting roles) Please consider these points for guidance • Does the organisation ensure that, as far as possible, the different requirements it places upon you are compatible? • Does the organisation provide information to enable you to understand your role and responsibilities? • Does the organisation ensure that, as far as possible, the requirements it places upon you are clear? • Are systems in place to enable you to raise concerns about any uncertainties or conflicts you have in your role and responsibilities? Change – Do you feel involved in organisational change and when it occurs it is managed well? (how organisational change (large or small) is managed and communicated in the organisation) Please consider these points for guidance • Does the organisation provide you with timely information to
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•
•
• • •
enable you to understand the reasons for proposed changes? Does the organisation ensure adequate employee consultation on changes and provides opportunities for you to influence proposals? Are you aware of the probable impact of any changes to your job through changes in working arrangements? If necessary, are you given training to support any changes in your job? Are you made aware of timetables for changes? Do you have access to relevant support during changes?
Do you have any other concerns or worries e.g. in your home life/health? Can you discuss these with your manager? Action required: Arrange to meet with your line manager and discuss the contents of this self-assessment. You and your manager should then work together to develop and agree the Action Plan in Appendix 4 of this policy/procedure.
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Appendix 3: Referral Flowchart for Managers
REFERRAL FLOWCHART FOR MANAGERS Manager to ask if any support can be offered
NO
Manager to establish if stressors identified are impacting on the employee’s post.
YES
Manager to inform employee of other support available e.g. GP, family support, Employee Assistance Programme, telephone helpline etc
Non-work related stressor
NO Trigger occurs identify stressor.
Manager to discuss with employee and establish if stressors are work or non-work related
Manager to inform employee of support available, e.g. Occupational Health, EAP Appendix 4 Helpline, Flexible Working, annual leave, one to one’s etc
Work related stressor
Employee to be consulted regarding input for completing Stress Risk Assessment
NO
YES
Review and evaluate
If an agreement cannot be achieved, HR should be consulted for advice
No further action required at present. Preview and evaluate at regular intervals
Manager and employee to agree measures to reduce risks on the action plan. Measures must be recorded on the risk assessment tool, placed on the employee’s file and review date set
Manager to consider referral to Occ. Health / Employee Assistance Programme
Ideally manager to complete risk assessment and action plan with employee. If employee not agreeable manager to complete on own
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Appendix 4: Stress Risk Assessment Action Plan The employee and their manager should undertake this action plan together to decide on possible solutions which may include some of those listed in the table. The actions may be for the employee, the manager and may be applicable to the department as a whole. To be read in conjunction with the employee’s self-assessment, ‘HSE Stress Standards’ and the organisation’s Psychological Wellbeing policy (available on the intranet). Stress risk assessment • Identify the hazards • Decide who might be harmed and how • Assess the risk and decide if it is currently causing stress • Record the findings and decide on any action required to eliminate or reduce stress • Review the assessment over time
A DEMANDS
Possible Solutions for Agreed Action By Timescale Discussion to be Taken Whom
• • •
• •
• •
Work overload Long hours Inadequate rest and holidays Inadequate staffing Excessive travel
•
• •
• •
• •
Prioritise tasks. Ensure normal work hours are not regularly exceeded. Look at job design and working practices, avoid duplication, unnecessary travel etc. Check leave is being properly taken. Is work being taken home legitimately? Is the constant communication during off-duty time by e-mail, text and phone, look at possible IT interventions? Cut out unnecessary work and communications. Review workloads and staffing and enable individuals to plan their work using available management information. Managers should be aware of peaks and troughs and plan for these where possible. Review requirements to travel Attending a course in Mindfulness
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• • • •
Inappropriately qualified for the job Too little training for the job Over promotion Skills not recognised – promotion prospects not fulfilled
•
• •
•
• • • •
•
•
Boring or repetitive work
• • •
•
Inadequate resources for task
Make sure individuals are matched to jobs – people can be over and under qualified (effective recruitment process). Analyse skills alongside the tasks. Provide training for those who need more, e.g. when introducing new technology. Review and consider selection, skill criteria, job summaries, training and supervision. Career planning discussion, training needs evaluation. Monitor workplace policies in practice: discrimination. Consider mentoring/coaching programme. In the case of ‘promotion prospects not fulfilled’: Review what could make the job more satisfying e.g. projects; alternatively acknowledge these circumstances. Use the appraisal process to manage these situations. Job enrichment/job rotation/role review. Assess workstation and work practice for possible solutions. Consider changing the way jobs are done by moving people between jobs, giving individuals more responsibility, increasing the scope of the job, increasing the variety of tasks, or giving a group of workers greater responsibility for effective performance of the group.
Analyse requirements any project/task: • equipment • staffing
for
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•
•
Employees experiencing excessive workloads Employees working under excessive pressure
• • •
priorities deadlines Consider formal training requirements for project management
•
Review workload and demands regularly and as an integral part of the appraisal and performance management process. Support employees in planning their work. Try to establish what aspects of their job they find challenging. Redistribute work or set different work priorities if they are not coping. Check that holiday leave is being taken and staff needs are being accommodated. Check management skills and assess training needs. Check ‘whole’ self, that is, other aspects of the individual’s life. Ensure staff are aware of the organisation’s current wellbeing initiatives and staff development options.
•
•
• • •
The physical working environment • poor temperature control • noise • lack of facilities for rest/breaks • poor lighting • poor ventilation • badly placed or designed workstations
•
The psychological working environment • threat of aggression or violence • verbal abuse
•
•
•
•
Make sure workplace hazards are properly controlled. Undertake risk assessments of workspace and significant tasks Take action to rectify problems where necessary e.g. contact Health and Safety, Facilities). Feedback to staff any progress in these matters, keep people in the loop! Assess risks; implement controls including investigation of complaints and appropriate training. Acknowledge seriousness of alleged Page 32 of 46
• •
poor management practices Lone working
•
•
•
• • •
situation. Refer to Harassment and Bullying procedures. Monitor absence levels and trends. Compare with other departments, other businesses. Look at the individual and any risk factors that apply to this particular person. Consider ‘assertiveness’, ‘conflict resolution avoidance’ type training. Consider ‘support’ individual has. Counselling. Conduct lone worker risk assessments.
B. CONTROL
Possible Solutions for Agreed Action By Timescale Discussion to be Taken Whom
•
•
Not being able to balance the demands of work and life outside work
•
•
• •
•
•
Rigid work patterns Fixed deadlines occurring in different parts of the year Lack of control over work
•
Conflicting work demands
•
•
Encourage a healthy work-life balance. Ensure staff take all their allocated holiday allowance and distribute it fairly across the year. Develop a communications protocol that ensures people have rest time completely free of all work-related messages. Over-anxious people often need to be in constant contact. Overcontrolling management tends not to respect offduty time. Try to provide some scope for varying working conditions and flexible work schedules (e.g. flexible working hours, working from home). Consult with people to allow them to influence the way their jobs are done, what the real deadlines are and what the priorities are. Set realistic deadlines for tasks.
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•
•
• •
C. SUPPORT
Possible Solutions for Agreed Action By Timescale Discussion to be Taken Whom
Return to work system Sickness and absence management
• • • •
•
Induction of staff
•
•
• • •
•
Take into account that individuals are different, and try to allocate work so that everyone is working in the way that helps them work best, takes account of their home obligations and makes best use of their skills. Be clear about tasks required the standards required and deadlines.
Post disciplinary, grievance or suspension
•
•
Policies and systems in place, monitored and consistently applied. Measure trends and changes. Investigate variations. Check management skills and assess training needs. New staff properly inducted, existing staff transferring or promoted or returning to work after long absence also to be inducted. Special consideration of young people, elderly, people with disabilities etc., as required. Mentoring roles. Occupational Health/Human Resources support. Equality Act adjustments in place, reviewed and checked. Support staff as appropriate and in line with ACAS good practice. Make staff aware of counselling, occupational health, training interventions and advice from Human Resources.
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D. RELATIONSHIPS
Possible Solutions for Agreed Action By Timescale Discussion to be Taken Whom
•
•
•
Poor relationships with others Staff complaints or rising absence trends
•
•
• • •
•
Bullying or confrontational communications styles
•
• •
• •
Bullying, racial or sexual harassment
•
•
•
Investigate possible causes. Provide training in interpersonal skills, e.g. assertiveness, managing conflict, relationships training, non-discriminatory rules and workplace conduct standards, communications etc. Consider selfawareness training for staff e.g. 360-degree feedback, if appropriate. Discuss the problem openly with individuals. Follow complaint procedures. Check management skills and assess training needs. Encourage constructive and positive communications between staff. Consider assertiveness, dealing with conflict and ‘relationships’ training. Managers should discuss and address bullying and/or confrontational communication styles with member of staff who display these behaviours. Consider training and policy guidance. Ensure staff are aware of the organisation’s Policy on Harassment and Bullying and that they know how to get support or make a complaint. Practise by example and make it clear what behaviours are not acceptable. Provide details of any empirical evidence: absence trends, complaints, etc.
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•
Lack of support or fear culture within from management and co-workers
• • •
•
E. ROLE
Possible Solutions for Agreed Action By Timescale Discussion to be Taken Whom
Clear lines of accountability and responsibility
•
•
•
•
Lack of communication and consultation
• •
•
•
•
•
Support and encourage staff, protect them from reprisals. Consider introducing a mentoring and counselling scheme. Investigate and take action as appropriate as soon as possible.
A culture of blame when things go wrong, denial of potential problems Failure to recognise success
•
A culture that considers stress a sign of weakness
•
• •
Ensure good communication systems exist and are in place vertically (and horizontally). Set management standards to ensure best practice in: clarity of job function, responsibility for staff management and staff welfare. Make it clear to staff that management will try to ensure that their problems will be handled sensitively and at the appropriate level of management. Communicate clear business objectives. Aim for good communication and close employee involvement, particularly during periods of change or high pressure. Keep staff informed, even when there is nothing ‘new’ to communicate. Be honest, set a good example, and listen to and respect others. Acknowledge and reward successes. Encourage a culture of shared responsibilities.
Approachable management which wants to know about
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•
•
• •
•
• • •
problems and will try to help to resolve them. Consider ‘understanding/ managing stress’ training.
An expectation that people will regularly work excessively long hours or take work home with them
•
F. CHANGE
Possible Solutions for Agreed Action By Timescale Discussion to be Taken Whom
Fears about job security Poor communication – uncertainty about what is happening Not enough time allowed to implement change Inexperience/fear of new technology Lack of skills for new tasks Not enough resource allocated for change process
•
• • •
•
• •
•
•
•
Avoid working excessively long hours. Lead by good example. Check management skills and assess training needs. Schedule work in a way that allows recovery time after unavoidable busy periods, share responsibilities.
Provide effective support for staff throughout the process . Consult with staff likely to be involved in a change of management programme – fear and uncertainty can lead to increased anxiety, unfounded gossip, poor employment relationships and increased absence. Consult regularly, even when there is nothing ‘new’ to communicate. Getting together as a team can help people to feel less isolated with their concerns. Ensure effective twoway communication throughout process – knowing exactly what is going to happen when can help people feel less anxious about a change. Consider training needs – do people have the tools and skills to effect change? Consider changes in teams or work environment – a small change, e.g. a different positioning of desks, can have a major Page 37 of 46
impact on communication and work relationships to help people not to feel isolated.
Action Plan developed and agreed by: Employee Name___________________________________
Signature_________________________________________
Line Manager Name_________________________________
Signature__________________________________________ Review date agreed ……………………………………………
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Appendix 5: Wellness Action Plan Template for Employees
Wellness Action Plan Template for Employees A WAP reminds an employee what they need to do to stay well at work and details what their line manager can also do to better support them.
If you are filling out a WAP as a result of being unwell, your manager may ask whether you consent for a copy of it to be held with HR, along with any other information about your wellbeing, such as an Occupational Health report or a Return to Work plan.
A WAP also helps an employee develop an awareness of their working style, stress It should be up to you whether you are happy triggers and responses, and enables them to for it to be held by HR or kept confidential between yourself and your manager. communicate these to their manager. The information in this form will be held confidentially and regularly reviewed by you and your manager together. You only need to provide information that you are comfortable sharing and that relates to your role and workplace. This form is not a legal document but it can help you and your manager to agree, together, how to practically support you in your role and address any health needs. The WAP should be held confidentially by your manager or supervisor. Make sure you are fully aware of how the information will be used, and only provide information that you are happy to share.
It is also helpful to seek advice from the health professional involved in your care, such as a GP or Occupational Health expert, on what you might wish to include in your WAP. In order for your manager to fulfil their duty of care to keep staff safe at work, they will be obliged to break confidentiality if they believe that you are experiencing a crisis. If they become aware that you or someone else is at risk of harm, they may decide to call the emergency services.
1. What helps you stay mentally, physically or emotionally healthy at work? (For example, taking an adequate lunch break away from your desk, getting some exercise before or after work or in your lunchbreak, light and space in the office, opportunities to get to know colleagues)
2. What can your manager do to proactively support you to stay mentally, physically or emotionally healthy at work? (For example, regular feedback and catch-ups, flexible working patterns, explaining wider organisational developments) Page 39 of 46
3. Are there any situations at work that can trigger poor mental, physical or emotional health for you? (For example, conflict at work, organisational change, tight deadlines, something not going to plan, lack of contact with colleagues, use of new technology, processes, intensity of workload, the demands of specific environments)
4. Are there any influencing factors outside of the workplace that can trigger poor mental, physical or emotional health for you? (For example, caring responsibilities, major life events, family/community health)
5. Are there any factors beyond your role level which have a negative impact on your mental, physical or emotional wellbeing and require action at an organisational level to change? (For example, processes, partner organisation working)
6.
How might experiencing poor mental, physical or emotional health impact on your work?
(For example, you may find it difficult to make decisions, struggle to prioritise work tasks, difficulty with concentration, drowsiness, confusion, headaches)
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7. Are there any early warning signs that we might notice when you are starting to experience poor mental, physical or emotional health? (For example, changes in normal working patterns, withdrawing from colleagues not meeting deadlines)
8. What support could be put in place to minimise triggers or help you to manage the impact? (For example, extra catch up time with your manager, guidance on prioritising workload, flexible working patterns, consider reasonable adjustments)
9. Are there elements of your individual working style or temperament that it is worth your manager being aware of? (For example, a preference for more face to face or more email contact, a need for quiet reflection time prior to meetings or creative tasks, negotiation on deadlines before they are set, having access to a mentor for questions you might not want to bother your manager about, having a written plan of work in place which can be reviewed and amended regularly, clear deadlines if you have a tendency to over-work a task, tendency to have particularly high or low energy in the morning or in the afternoon)
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10. If we notice early warning signs that you are experiencing poor mental, physical or emotional health – what should we do? (For example, talk to you discreetly about it, contact someone that you have asked to be contacted)
11. What steps can you take if you start to experience poor mental, physical or emotional health at work? Is there anything we need to do to facilitate them? (For example, you might like to take a break from your desk and go for a short walk, or ask your line manager for support)
12. Is there anything else that you would like to share?
Employee signature:
Date:
Line manager signature:
Date: Page 42 of 46
Has agreement be given by the employee to share this document:
Yes
If yes, with whom?
Date that the WAP is to be reviewed:
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No
Appendix 6: Health and Wellbeing Structure
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Appendix 7: Equality Impact Assessments
EQUALITY IMPACT ASSESSMENTS Framework and Outline Briefing Note Attached is a framework, customised to Provide, and some short advisory notes on an approach on carrying out Equality Impact Assessments (EIAs). EQUALITY IMPACT ASSESSMENT TEMPLATE: Stage One – ‘Screening’ Name of project/policy/strategy (hereafter referred to as “initiative” : Tackling Work Related Stress Policy and Procedural Guidance Provide a brief summary (bullet points) of the aims of the initiative and main activities: • To ensure, so far is reasonably practicable, that stressors are recognised as part of a systematic review of workloads, environments and tasks undertaken by employees, also ensuring appropriate measure to manage these stressors are identified and implemented. • To recognise any negative effects that stress may have on employees, and to provide suitable support mechanisms for employees suffering from the negative effects of stress. • A self-assessment tool is to be used by all employees of Provide, at least annually or when their working pattern changes, to identify the current stressors that staff are exposed to that may or may not create adverse levels of stress and result in ill health. Project/Policy Manager: Head of HR Date: September 2016 This stage establishes whether a proposed initiative will have an impact from an equality perspective on any particular group of people or community – i.e. on the grounds of race (incl. religion/faith), gender (incl. sexual orientation), age, disability, or whether it is “equality neutral” (i.e. have no effect either positive or negative). In the case of gender, consider whether men and women are affected differently. Question 1: Who will benefit from this initiative? Is there likely to be a positive impact on specific groups/communities (whether or not they are the intended beneficiaries), and if so, how? Or is it clear at this stage that it will be equality “neutral”? I.e. will have no particular effect on any group. This policy sets out the support mechanisms and tools available to employees. It will benefit all employees and aims to reduce the effects of stress to keep all employees well. It may particularly benefit employees with long term conditions and mental health conditions or disabilities that are exacerbated by stress, but will not leave this group advantaged over and above other employee groups. Equality “Neutral” Question 2: Is there likely to be an adverse impact on one or more minority/under-represented or community groups as a result of this initiative? If so, who may be affected and why? Or is it clear at this stage that it will be equality “neutral”? Equality “Neutral” Question 3: Is the impact of the initiative, whether positive or negative, significant enough to warrant a more detailed assessment (Stage 2 – See guidance)? If not, will there be monitoring and review to assess the impact over a period of time? Briefly (bullet points) give reasons for your answer and any steps you are taking to address particular issues, including any consultation with employees or external groups/agencies. No
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EQUALITY IMPACT ASSESSMENT TEMPLATE: Stage Two (To be used where the ‘screening phase has identified a substantial problem/concerns) This stage examines the initiative in more detail in order to obtain further information where required about its potential adverse or positive impact from an equality perspective. It will help inform whether any action needs to be taken and may form part of a continuing assessment framework as the initiative develops. Question 1: What data/information is there on the target beneficiary groups/communities? Are any of these groups under, or over, represented? Do they have access to the same resources? What are your sources of data and are there any gaps?
Question 2: Is there a potential for this initiative to have a positive impact, such as tackling discrimination, promoting equality of opportunity and good community relations? If yes, how? Which are the main groups it will have an impact on?
Question 3: Will the initiative have an adverse impact on any particular group or community/community relations? If yes, in what way? Will the impact be different for different groups – e.g. men and women?
Question 4: Has there been consultations/is consultation planned with stakeholders/beneficiaries/employees that will be affected by the initiative? Summarise (bullet points) any important issues arising from the consultation.
Question 5: Given your answers to the previous questions, how will your plans be revised to reduce/eliminate negative impact or enhance positive impact? Are there specific factors which need to be taken into account?
Question 6: How will the initiative continue to be monitored and evaluated, including its impact on particular groups/improving community relations? Where appropriate, identify any additional data that will be required.
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