Presentation on theme: "MANAGEMENT OF STRESS Web based training course for employees who have management responsibilities NB please view as a ‘Slide Show’ to enable the hyperlinks."— Presentation transcript:
1 MANAGEMENT OF STRESSWeb based training course for employees who have management responsibilities NB please view as a ‘Slide Show’ to enable the hyperlinks in this presentation Please note that this training course contains Audio
2 Aims and ObjectivesThis course is aimed to give managers awareness and knowledge onwork related stress and enable you to carry out a stress risk assessmentwith a member of your team if appropriate.Understanding of what stress is and the legal requirements / University policyEmployee and manager responsibilities including management behavioursHow to carry out a stress risk assessmentRehabilitation back to work following stress related sickness absenceComplete test at the end of the online course
4 Sources of Stress ‘There is considerable variation in the way individuals perceive and respond to theenvironments in which they work’ Noblet andLamontagne 2006Please follow the below link to watch the first part of a case study we will revisit this case later on in the course
5 What is work related stress? Occupational stress occurs when external demands and conditions do not match a person’s needs, expectations or ideals or exceed their physical capacity, skills, or knowledge for comfortably handling a situation (French et al 1982) Triggers for stress can be both personal or work related (often a combination of both). It is important to consider both factors when dealing with an individual displaying signs of stress. Both can be contributory factors.
6 Stress – HSE GuidancePlease use these links for reference following completion of this training:The management of Health and Safety at Work Regulations explains your duties as a manager (Please note that this document produced by the HSE is currently changing therefore please follow the below link and follow the information currently provided by the HSE)HSG218 Managing the causes of work related stress (Health and Safety Executive 2007)This also provides practical advice on what managers can do to assessand prevent work related stress (WRS) and so comply with health andsafety law
7 University stress policy (revised 2011) The University stress policy was revised in As a manager youshould ensure that all members of your team are aware of the policy.“The University of Huddersfield is committed to providing a healthyworking environment for all of its employees. This includes wherereasonable the protection of employees against work related stress andto promote their health and wellbeing”Please follow the below link to read the University stress policy:
8 Difference between stress or pressure There is a difference between stress and pressureIt is reasonable to assume that employees are mentally capable of withstanding reasonable pressures at workAll employees are subjected to periods of pressure at workShort periods of pressure are not necessarily of concern and can help us to be motivated, improve concentration and challenge us in a positive waySustained and / or excessive pressure over long periods of time can result in anxiety, depression and poor lifestyle patternsThis is commonly referred to as stress and can lead to ill health
9 Employee responsibilities Employees have responsibilities to ensure their own health andwellbeing. They need to:Make themselves aware of the University stress policyTake responsibility to discuss any problems with their managerWork with their manager to identify and act on causes of stress in their workAttend and utilise any relevant training and development opportunities relevant to their job roleThey can self refer to Occupational Health if they feel unable to discuss any problems with their line manager. Employees are made aware at the start of the self referral process that it is very difficult to resolve any work related issues if their manager does not have any knowledge of the problem
10 What are my responsibilities as a manager? You need to ensure that employees are made aware of the University stress policyRecognise any potential triggers for stress within your team and act on these if appropriateConsider potential effect of stress on your team (both work and home issues)
11 Further management responsibilities You need to ensure the monitoring of employee sickness records as per the University policy:Persistent short term sickness absence can sometimes indicate an underlying stress related problemUndertake a stress risk assessment on individuals exhibiting signs of possible stress – guidance on completing the risk assessment will be given later on in this trainingReview and update the stress risk assessment as appropriate. This is important to show ongoing actions and gives you a chance to discuss any ongoing issues with the individualConsider adaptations / adjustments to maintain work and home life balance that can be fitted into the service need
12 Signs of stress to watch out for The following can be symptoms displayed by an individual suffering with stress:HeadachesStomach problemsSkin rashesTingling, pins and needlesTense / irritableLoss of interestsSense of dreadAnxiety and / or depressionSelf neglectDenial of problemsOut of character behaviour eg a normally outgoing person becoming withdrawnThese symptoms can also be signs of other health conditions therefore theindividual must see their GP to rule out any other causes.
13 Management competencies for preventing and reducing stress at work Identifying and developing the management behaviours necessary to implement the HSE management standards – Health and Safety Executive 2007 This research has identified that management behaviour is an important determinant of employee stress levels. Link to this document for reference following completion of this training:
14 HSE Manager competencies for preventing and reducing stress at work CompetencyGood examplesBad examplesRespectful and responsible: managing emotions and having integrityIs a good role modelHonestActs calmly in pressured situationsTakes a consistent approachMoods are unpredictablePasses on their stress to members of the teamCreates unrealistic deadlinesManaging and communicating existing and future workClearly communicates job objectivesIs able to prioritise workloadsCan deal with problems in a rational and clear mannerIs able to delegate work to the team and has a knowledge of their team limitationsStruggles to make a decisionDoes not give any direction to the members of their team
15 Manager competencies continued CompetencyGood examplesBad examplesReasoning / managing difficult situationsDeals with issues of conflict when they arise and can act as a mediator in these situationsIs able to deal objectively with conflictsFollows up conflictsSupports members of their team through incidents of bullying or abuseDoes not address issues such as bullying within the teamDoes not resolve any issues and just acts on the basis to keep the peaceManaging the individual within the teamCommunicates verbally rather than using as the main point of contactIs available to talk when neededEncourages input from members of the teamTakes an interest with the team’s life outside of work eg regularly asking ‘how are you?’Willing to have a laugh at workAssumes members of their team are ok rather than actually checkingPasses on their own concerns / stress to members of their team
16 Stress management competency indicator tool The stress management competency indicator tool developed by the HSE is designed to allow you to identify and reflect upon your own behaviour and management style Please follow the below link and complete this activity: On completion you can print out a personalised report
17 Why do a stress risk assessment? To identify factors that are likely to cause intense or sustained levels or work related stressWork out control measures / actions aimed at reduction of stressTo ensure you have a record of your actionsTo reduce the possibility of long term sickness absence due to stress related problems which can add pressures on the rest of the team
18 Stress Risk Assessment Please click onto the following link and look under stress resources. Follow the link for stress risk assessment to see an example of the Assessment The stress risk assessment is separated into 6 different sections to consider when looking at work related stress. This is to help the individual look at the specific area that is a trigger for stress which can be less daunting than looking at their job as a whole Please read information on the HSE management standards available at:
19 Example of the university stress risk assessment Please go to this link and familiarise yourself with the University stress risk assessment form
20 Indicators for stressThe triggers for stress are separated into the following categories on the stress risk assessment. It is good practice to carry out a stress risk assessment on any employee who is displaying signs of stress. This gives you as their manager an opportunity to put support in place for them and to try and resolve any issues or concerns before they become more serious or problematic Some of these categories may not be relevant to each employee however it is good practice to consider all of them during the assessment
21 6 Different CategoriesThe following categories are taken from the HSE management Standards 1. Demands Such as workload and exposure to physical hazards 2. Control How much a person has in the way in which work is done
22 6 Categories cont…3. Relationships Examples of this can include harassment and bullying, please read the University Dignity at Work policy available at the following link 4. Role Does the individual understand what their role is and what is expected of them at work
23 6 Categories cont…5. Support This can be from managers and peers. Has the individual had sufficient training to do their job? Do they get appropriate feedback on the work that they do? 6. Change Changes within a person’s job role or organisation
24 Revisit the stress risk assessment It is important to revisit the stress risk assessment with the individualat agreed intervals to review progress and agree any further actionsGives an opportunity to discuss any outstanding matters and to agreeand record the next stepsEnsures that as a manager you can demonstrate your actions
25 What to do if the individual goes off work with stress related illness Try to be accepting, reassuring and calmKeep in touch, please follow below link to revisit the case study from earlierRespond in a helpful way by listening to staff who are going through astressful timeAsk the person how you can assist rather that assuming a particularcourse of action is bestCreate a culture where staff seek help and manage their own supportneeds
26 Rehabilitation Into Work If an individual has been absent from work for a significant period oftime with a health condition it is important to work with the individual toformulate a successful return to work plan and to try and reduce thelikelihood of further sickness. Further information and resources tosupport you in this can be found atAbsenceYou need to ensure that the person is aware that it is expected theyreturn to the range of duties you would expect from someone in that joband to an agreed timescale (usually 4 to 6 weeks)
27 Support to consider when rehabilitating back to work The individual may benefit from a phased return to work. This can include building up hours and duties normally over a 4 week period. Further advice on this can be obtained by referring the person to Occupational HealthReferral to Occupational Health prior to the individual returning to work. Please go to the below link and familiarise yourself with the occupational health referral process:
28 Occupational Health Service The Occupational Health service can provide further support andadvice for individuals suffering with stress related illness and for themanagers dealing with these casesManagers can refer employees to Occupational Health. Once a referralis received we will make the individual the next available appointmentwith one of the Occupational Health Nursing Advisers
29 How to do a stress risk assessment Please choose one of the following case studies to look at for an example of how to carry out a stress risk assessment and actions you may take as the person’s manager. If you are a manager in a support service role please choose case study 1 on the next slide. If you are a manager in an academic role please choose case study 2 on slide 37.
30 Stress risk assessment - case studies Case study 1 A member of your team has been struggling to meet deadlines recently and continues to say in the office when among other colleagues that they have too much work to do and that they never have a proper lunch break. You have noticed that over the past few weeks this employee is starting to get agitated with other colleagues and that the individual is complaining when they are being asked to do work. You are also aware that this individual has caring responsibilities for elderly parents and that the employee’s father has recently been diagnosed with dementia. You have also noticed over the past few months that this individual takes on extra work duties which are not necessarily part of their job role. The individual often comments on these extra duties and how much other work they are doing compared to colleagues. As the individual’s manager you arrange to meet with them and complete a stress risk assessment together without making any assumptions.
31 Stress risk assessment Case Study 1. Using case study 1 undertake a Stress Risk Assessment using the pro forma linked below. Consider how this would work in practice before you move on to the following slides to see a worked example.
32 How to carry out a stress risk assessment – support staff Stress risk factors – items to considerProblems identified (by employee and manager)Practical solutionsBy whomWhenRevised action planAction completedRoleCompetencyWorking PatternsEnvironmentClarity of roleManager feels employee may not be clear on what is expected of them in their job role and often takes on extra tasks which are not requiredClarity of job role required by managerManager to clarify job role and duties for employee and look at assisting individual to prioritise own workloadOne month and ongoing appraisal processDemandsWorkloadEmployee identifies high workload demands, not enough time to meet deadlinesManager suggests prioritising workload and not taking on other tasks not required for role due to time restraintsBoth manager and employee to work together to determine prioritiesStraight away
33 Stress risk assessment continued Stress risk factors – items to considerProblems identified (by employee and manager)Practical solutionsBy whomWhenRevised action planAction completedControl over workOrganisationPaceDecision makingEmployee feels that they have no control over work and never takes a lunch break due to having to cover the officeEmployee and manager to ensure that lunch break rota is worked out fairly to ensure that all members of the team feel that they can have a lunch breakManager with input from the teamStraight awayOne month – Individual has been able to prioritise workload to ensure that they get a break
34 Stress risk assessment continued Stress risk factors – items to considerProblems identified (by employee and manager)Practical solutionsBy whomWhenRevised action planAction completedSupportAdvice / one to one meetingsManager availabilityTraining needsNon workplace stressors (flexible working)IsolationEmployee feels that everything is left to them and has to do duties that other colleagues are not expected to do.Lack of support in personal life in caring for elderly parents, has 2 siblings however they live away and do not contribute to the careManager suggests referral to occupational health for further advice in dealing with current personal issues. To look at the possibility of flexible working.Discusses with employee issues with colleagues and encourages clarity of job role and personal development training by SDGManager and employee2 to 4 weeks
35 Stress risk assessment continued Stress risk factors – items to considerProblems identified (by employee and manager)Practical solutionsBy whomWhenRevised action planAction completedRelationshipsConflictCommunicationClarity of team rolesEmployee feels that some colleagues do not do their fair share of work and that they have to make up for thisRe evaluate workload across the team to ensure that this is fair. Encourage employee to raise issues with manager as soon as they arise.Team meetingsEmployee and managerOne month
36 Stress risk assessment Stress risk factors – items to considerProblems identified (by employee and manager)Practical solutionsBy whomWhenRevised action planAction completedChangeCommunication / awarenessComments / consultationPlanningNo obvious change at present however may be considered within ongoing team plansManagerStraight away
37 Case study 2One of the senior lecturers in your team has been absent from work for one month with work related stress written on the individual’s fit note. As the individual’s manager you have referred them to Occupational Health and have the report from them which advises you to complete a stress risk assessment for the individual as part of their rehabilitation to work. Occupational Health have advised you on their report that the individual has identified change, support and relationships as their main triggers for stress. What key factors might you consider as the manager?
38 Stress risk assessment Case Study 2. Using case study 2 undertake a Stress Risk Assessment using the pro forma linked below. Consider how this would work in practice before you move on to the following slides to see a worked example.
39 How to carry out a stress risk assessment – academic staff Stress risk factors – items to considerProblems identified (by employee and manager)Practical solutionsBy whomWhenRevised action planAction completedRoleCompetencyWorking PatternsEnvironmentClarity of roleEmployee seeking some clarity on role and what is expected of them following recent module delivery changesMeeting with manager and employee to discuss changes and identify any training needs.Manager and employeeStraight awayDemandsWorkloadEmployee feels that workload demands have increased following recent changes on how course modules are deliveredEncourage individual to prioritise workload demands and manage own workloadEmployeeOne month
40 Stress risk assessment continued Stress risk factors – items to considerProblems identified (by employee and manager)Practical solutionsBy whomWhenRevised action planAction completedControl over workOrganisationPaceDecision makingPerceived lack of control over work from individual – this often relates to taking on extra work duties and the individual feeling that they have to get everything done ‘all at once’. There does not appear to be any prioritising of workloadEncourage employee management of personal workload and can set own pace of work within the constraints of meeting deadlines and university business needsEmployee and managerOne month
41 Stress risk assessment continued Stress risk factors – items to considerProblems identified (by employee and manager)Practical solutionsBy whomWhenRevised action planAction completedSupportAdvice / one to one meetingsManager availabilityTraining needsNon workplace stressors (flexible working)IsolationIndividual feels that they do not get any support from senior colleagues and peers. Feels that recent changes to the way courses are delivered have not been discussed properly.Team have responsibility to raise any issues with manager as soon as they occur and involve them in decisionsManager to try and improve communication to the team regarding changes.Manager and employeeOne month
42 Stress risk assessment continued Stress risk factors – items to considerProblems identified (by employee and manager)Practical solutionsBy whomWhenRevised action planAction completedSupportAdvice / one to one meetingsManager availabilityTraining needsNon workplace stressors (flexible working)IsolationSupport continuedRegular one to one meetings whilst stress risk assessment action plan is in progression. Consider ongoing management scheduleManagerStraight away
43 Stress risk assessment continued Stress risk factors – items to considerProblems identified (by employee and manager)Practical solutionsBy whomWhenRevised action planAction completedRelationshipsConflictCommunicationClarity of team rolesLack of clarity of team roles causing tensions amongst the team. Individual has expressed that due to this they can sometimes feel isolated from some of their colleaguesRegular team meetings to discuss any implemented changes and get input from the team and positive action to work through and if possible resolve issuesManager and team inputTwo months
44 Stress risk assessment continued Stress risk factors – items to considerProblems identified (by employee and manager)Practical solutionsBy whomWhenRevised action planAction completedChangeCommunication / awarenessComments / consultationPlanningRecent changes to course modules and the way these are delivered. The individual feels that they have not been discussed with the team and clarity over new roles has not been given.Improving communication between management and teamTeam meetings to discuss new changes and how these can be implemented effectively.Manager and employeeTwo monthsTwo month point – regular team meetings implemented by manager and employee feels that these have been beneficial in improving communication within the team
45 Stress risk assessment continued It is important to revisit you risk assessment at planned intervals to ensure that any actions have been beneficial for the individual and look at any further support measures that can be put in place
46 TestPlease complete the following test to enable you to complete the course. The link will take you to Unilearn, the test is held within My Resources under Occupational Health training. Management of stress course test
47 Occupational Health Contact Details Telephone:Website:We also have a range of stress links and resources on our websiteincluding a range of self help materialIf you have any further questions following this course or requireany additional advice please contact the Occupational Healthdepartment either by telephone or to make an appointmentwith one of the Occupational Health Nursing Advisors who will beable to talk to you on a one to one basis