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:
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
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
Stress can affect anyone!
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 http://www.hse.gov.uk/stress/video/danstory- new1.htm
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.
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) http://www.hse.gov.uk/pubns/books/l21.htm HSG218 Managing the causes of work related stress (Health and Safety Executive 2007) http://www.hse.gov.uk/pubns/books/hsg218.htm 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
University stress policy (revised 2011) The University stress policy was revised in 2011. 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: http://www.hud.ac.uk/media/universityofhuddersfield/content/files/hr/occh ealth/Revised%20stress%20policy%20Feb%202011.doc
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
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
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)
Further management responsibilities You need to ensure the monitoring of employee sickness records as per the University policy: http://www.hud.ac.uk/hr/policies/policymenu/index.php?id=1000098 http://www.hud.ac.uk/hr/policies/policymenu/index.php?id=1000098 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
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.
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: http://www.hse.gov.uk/research/rrhtm/rr553.htm
HSE Manager competencies for preventing and reducing stress at work CompetencyGood examplesBad 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
Manager competencies continued CompetencyGood examplesBad 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 email 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
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: http://www.hse.gov.uk/stress/mcit.htm On completion you can print out a personalised report
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
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 http://www.hud.ac.uk/media/universityofhuddersfield/content/files/hr/occ health/Q139%20SRA%20form.doc 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: http://www.hse.gov.uk/stress/standards/
Example of the university stress risk assessment Please go to this link and familiarise yourself with the University stress risk assessment form http://www.hud.ac.uk/media/universityofhuddersfield/content/files/hr/occ health/Q139%20SRA%20form.doc
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
6 Different Categories The following categories are taken from the HSE management Standards http://www.hse.gov.uk/stress/standards/http://www.hse.gov.uk/stress/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
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 http://www.hud.ac.uk/equality/dignityatwork/ 4.Role Does the individual understand what their role is and what is expected of them at work
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
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
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 http://www.hse.gov.uk/stress/video/danstory-new3.htm 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
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 http://www.hud.ac.uk/oh/http://www.hud.ac.uk/oh/ 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)
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: http://www.hud.ac.uk/oh/referrals/
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
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.
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.
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. http://www.hud.ac.uk/media/universityofhuddersfield/content/files/hr/occ health/Q139%20SRA%20form.doc
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 whomWhenRevised 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
Stress risk assessment continued Stress risk factors – items to consider Problems identified (by employee and manager) Practical solutions By whomWhenRevised 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 awayOne month – Individual has been able to prioritise workload to ensure that they get a break
Stress risk assessment continued Stress risk factors – items to consider Problems identified (by employee and manager) Practical solutions By whomWhenRevised 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
Stress risk assessment continued Stress risk factors – items to consider Problems identified (by employee and manager) Practical solutions By whomWhenRevised 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
Stress risk assessment Stress risk factors – items to consider Problems identified (by employee and manager) Practical solutions By whomWhenRevised action plan Action completed Change Communication / awareness Comments / consultation Planning No obvious change at present however may be considered within ongoing team plans ManagerStraight away
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?
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. http://www.hud.ac.uk/media/universityofhuddersfield/content/files/hr/occ health/Q139%20SRA%20form.doc
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 whomWhenRevised 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 EmployeeOne month
Stress risk assessment continued Stress risk factors – items to consider Problems identified (by employee and manager) Practical solutions By whomWhenRevised 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
Stress risk assessment continued Stress risk factors – items to consider Problems identified (by employee and manager) Practical solutions By whomWhenRevised 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
Stress risk assessment continued Stress risk factors – items to consider Problems identified (by employee and manager) Practical solutions By whomWhenRevised 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 ManagerStraight away
Stress risk assessment continued Stress risk factors – items to consider Problems identified (by employee and manager) Practical solutions By whomWhenRevised 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
Stress risk assessment continued Stress risk factors – items to consider Problems identified (by employee and manager) Practical solutions By whomWhenRevised 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 monthsTwo month point – regular team meetings implemented by manager and employee feels that these have been beneficial in improving communication within the team
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
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
Occupational Health Contact Details Telephone:01484 471800 E-mail: email@example.com@hud.ac.uk Website: http://www.hud.ac.uk/oh/http://www.hud.ac.uk/oh/ 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 email 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