1. MANAGEMENT OF STRESS
Web 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 Objectives
This course is aimed to give managers awareness and knowledge on
work related stress and enable you to carry out a stress risk assessment
with a member of your team if appropriate.
Understanding of what stress is and the legal requirements / University policy
Employee and manager responsibilities including management behaviours
How to carry out a stress risk assessment
Rehabilitation back to work following stress related sickness absence
Complete test at the end of the online course

3. Stress can affect anyone!

4. Sources of Stress ‘There is considerable variation in the way
individuals perceive and respond to the
environments in which they work’ Noblet and
Lamontagne 2006
Please 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 Guidance
Please 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 assess
and prevent work related stress (WRS) and so comply with health and
safety law

7. University stress policy (revised 2011)
The University stress policy was revised in As a manager you
should ensure that all members of your team are aware of the policy.
“The University of Huddersfield is committed to providing a healthy
working environment for all of its employees. This includes where
reasonable the protection of employees against work related stress and
to 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 pressure
It is reasonable to assume that employees are mentally capable of withstanding reasonable pressures at work
All employees are subjected to periods of pressure at work
Short periods of pressure are not necessarily of concern and can help us to be motivated, improve concentration and challenge us in a positive way
Sustained and / or excessive pressure over long periods of time can result in anxiety, depression and poor lifestyle patterns
This is commonly referred to as stress and can lead to ill health

9. Employee responsibilities
Employees have responsibilities to ensure their own health and
wellbeing. They need to:
Make themselves aware of the University stress policy
Take responsibility to discuss any problems with their manager
Work with their manager to identify and act on causes of stress in their work
Attend and utilise any relevant training and development opportunities relevant to their job role
They 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 policy
Recognise any potential triggers for stress within your team and act on these if appropriate
Consider 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 problem
Undertake a stress risk assessment on individuals exhibiting signs of possible stress – guidance on completing the risk assessment will be given later on in this training
Review 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 individual
Consider 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:
Headaches
Stomach problems
Skin rashes
Tingling, pins and needles
Tense / irritable
Loss of interests
Sense of dread
Anxiety and / or depression
Self neglect
Denial of problems
Out of character behaviour eg a normally outgoing person becoming withdrawn
These symptoms can also be signs of other health conditions therefore the
individual 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
Competency
Good examples
Bad examples
Respectful and responsible: managing emotions and having integrity
Is a good role model
Honest
Acts calmly in pressured situations
Takes a consistent approach
Moods are unpredictable
Passes on their stress to members of the team
Creates unrealistic deadlines
Managing and communicating existing and future work
Clearly communicates job objectives
Is able to prioritise workloads
Can deal with problems in a rational and clear manner
Is able to delegate work to the team and has a knowledge of their team limitations
Struggles to make a decision
Does not give any direction to the members of their team

15. Manager competencies continued
Competency
Good examples
Bad examples
Reasoning / managing difficult situations
Deals with issues of conflict when they arise and can act as a mediator in these situations
Is able to deal objectively with conflicts
Follows up conflicts
Supports members of their team through incidents of bullying or abuse
Does not address issues such as bullying within the team
Does not resolve any issues and just acts on the basis to keep the peace
Managing the individual within the team
Communicates verbally rather than using as the main point of contact
Is available to talk when needed
Encourages input from members of the team
Takes an interest with the team’s life outside of work eg regularly asking ‘how are you?’
Willing to have a laugh at work
Assumes members of their team are ok rather than actually checking
Passes 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 stress
Work out control measures / actions aimed at reduction of stress
To ensure you have a record of your actions
To 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 stress
The 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 Categories
The 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 individual
at agreed intervals to review progress and agree any further actions
Gives an opportunity to discuss any outstanding matters and to agree
and record the next steps
Ensures 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 calm
Keep in touch, please follow below link to revisit the case study from earlier
Respond in a helpful way by listening to staff who are going through a
stressful time
Ask the person how you can assist rather that assuming a particular
course of action is best
Create a culture where staff seek help and manage their own support
needs

26. Rehabilitation Into Work
If an individual has been absent from work for a significant period of
time with a health condition it is important to work with the individual to
formulate a successful return to work plan and to try and reduce the
likelihood of further sickness. Further information and resources to
support you in this can be found at
Absence
You need to ensure that the person is aware that it is expected they
return to the range of duties you would expect from someone in that job
and 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 Health
Referral 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 and
advice for individuals suffering with stress related illness and for the
managers dealing with these cases
Managers can refer employees to Occupational Health. Once a referral
is received we will make the individual the next available appointment
with 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 consider
Problems identified (by employee and manager)
Practical solutions
By whom
When
Revised action plan
Action completed
Role
Competency
Working Patterns
Environment
Clarity of role
Manager 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 required
Clarity of job role required by manager
Manager to clarify job role and duties for employee and look at assisting individual to prioritise own workload
One month and ongoing appraisal process
Demands
Workload
Employee identifies high workload demands, not enough time to meet deadlines
Manager suggests prioritising workload and not taking on other tasks not required for role due to time restraints
Both manager and employee to work together to determine priorities
Straight away

33. Stress risk assessment continued
Stress risk factors – items to consider
Problems identified (by employee and manager)
Practical solutions
By whom
When
Revised action plan
Action completed
Control over work
Organisation
Pace
Decision making
Employee feels that they have no control over work and never takes a lunch break due to having to cover the office
Employee 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 break
Manager with input from the team
Straight away
One 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 consider
Problems identified (by employee and manager)
Practical solutions
By whom
When
Revised action plan
Action completed
Support
Advice / one to one meetings
Manager availability
Training needs
Non workplace stressors (flexible working)
Isolation
Employee 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 care
Manager 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 SDG
Manager and employee
2 to 4 weeks

35. Stress risk assessment continued
Stress risk factors – items to consider
Problems identified (by employee and manager)
Practical solutions
By whom
When
Revised action plan
Action completed
Relationships
Conflict
Communication
Clarity of team roles
Employee feels that some colleagues do not do their fair share of work and that they have to make up for this
Re evaluate workload across the team to ensure that this is fair. Encourage employee to raise issues with manager as soon as they arise.
Team meetings
Employee and manager
One month

36. Stress risk assessment
Stress risk factors – items to consider
Problems identified (by employee and manager)
Practical solutions
By whom
When
Revised action plan
Action completed
Change
Communication / awareness
Comments / consultation
Planning
No obvious change at present however may be considered within ongoing team plans
Manager
Straight away

37. Case study 2
One 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 consider
Problems identified (by employee and manager)
Practical solutions
By whom
When
Revised action plan
Action completed
Role
Competency
Working Patterns
Environment
Clarity of role
Employee seeking some clarity on role and what is expected of them following recent module delivery changes
Meeting with manager and employee to discuss changes and identify any training needs.
Manager and employee
Straight away
Demands
Workload
Employee feels that workload demands have increased following recent changes on how course modules are delivered
Encourage individual to prioritise workload demands and manage own workload
Employee
One month

40. Stress risk assessment continued
Stress risk factors – items to consider
Problems identified (by employee and manager)
Practical solutions
By whom
When
Revised action plan
Action completed
Control over work
Organisation
Pace
Decision making
Perceived 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 workload
Encourage employee management of personal workload and can set own pace of work within the constraints of meeting deadlines and university business needs
Employee and manager
One month

41. Stress risk assessment continued
Stress risk factors – items to consider
Problems identified (by employee and manager)
Practical solutions
By whom
When
Revised action plan
Action completed
Support
Advice / one to one meetings
Manager availability
Training needs
Non workplace stressors (flexible working)
Isolation
Individual 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 decisions
Manager to try and improve communication to the team regarding changes.
Manager and employee
One month

42. Stress risk assessment continued
Stress risk factors – items to consider
Problems identified (by employee and manager)
Practical solutions
By whom
When
Revised action plan
Action completed
Support
Advice / one to one meetings
Manager availability
Training needs
Non workplace stressors (flexible working)
Isolation
Support continued
Regular one to one meetings whilst stress risk assessment action plan is in progression. Consider ongoing management schedule
Manager
Straight away

43. Stress risk assessment continued
Stress risk factors – items to consider
Problems identified (by employee and manager)
Practical solutions
By whom
When
Revised action plan
Action completed
Relationships
Conflict
Communication
Clarity of team roles
Lack 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 colleagues
Regular team meetings to discuss any implemented changes and get input from the team and positive action to work through and if possible resolve issues
Manager and team input
Two months

44. Stress risk assessment continued
Stress risk factors – items to consider
Problems identified (by employee and manager)
Practical solutions
By whom
When
Revised action plan
Action completed
Change
Communication / awareness
Comments / consultation
Planning
Recent 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 team
Team meetings to discuss new changes and how these can be implemented effectively.
Manager and employee
Two months
Two 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. Test
Please 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 website
including a range of self help material
If you have any further questions following this course or require
any additional advice please contact the Occupational Health
department either by telephone or to make an appointment
with one of the Occupational Health Nursing Advisors who will be
able to talk to you on a one to one basis