HSE Management Standards and Stress Risk Assessment Hertfordshire County Council

What is Stress? The HSE define stress as: ‘ the adverse reaction people have to excessive pressure or other types of demand placed upon them’ Pressure: ‘which can give a sense of achievement, motivate and drive us’

National Picture individuals experiencing work-related stress at a level that was making them ill 13.6% of working individuals thought their job was very or extremely stressful. Self-reported work-related stress, depression or anxiety accounted for an estimated 13.5 million lost working days in Britain in 2007/08.

Stress in Education

Individuals Workforce Management School Why deal with Stress? - Impacts

Why deal with Stress? - To benefit your school As well as reducing sickness absence tackling stress can have a positive effect : Overall health and wellbeing Performance Retention and morale Continuity in the classroom Financial benefits Image and reputation

‘..teachers, their well being and the support they receive undoubtedly impacts upon pupil and student wellbeing, student attainment and overall school performance’ Patrick Nash Chief Executive Teacher Support network

Why deal with Stress? - To comply with the law Employer: Health & Safety at Work Act a duty for their employees health, safety and welfare in relation to their employment duties Management of Health & Safety Regulations a duty to undertake Risk Assessments and introduce appropriate measures to reduce that risk

HSE Management Standards for Work Related Stress The Management Standards are designed to: Help simplify risk assessments for stress Encourage employers, employees to work in partnership to address work related stress Provide a benchmark organisations can use to gauge performance

Step 1 Identify hazards Step 2 Who may be harmed and how Step 3 Evaluate Risks Step 4 Develop Action plan Step 5 Monitor and review Overview - 5 steps to risk assessment

Step 1- Identifying the hazards The HSE Management Standard areas are: *Demands *Control *Support - managerial and peer *Relationships *Role *Change

Demands Standard is that Employees indicate they are able to cope with the demands of their jobs; and Systems are in place locally to respond to individual concerns Level and nature of workload Work patterns & environment Priority setting and time pressures Excessive hours Repetitive work Unrealistic deadlines Ofsted inspections

Step 2- HSE Stress Survey Psychosocial questionnaire for staff I have unrealistic time pressures 22 I have to work very fast 20 I am pressured to work long hours 18 I am unable to take sufficient breaks 16 I have to neglect some tasks because I have too much to do 12 I have to work very intensively 9 I have unachievable deadlines 6 Different groups at work demand things from me that are hard to combine 3 Demands

HSE Analysis Tool 2.96 Overall 3.00 I have unrealistic time pressures I have to work very fast I am pressured to work long hours I am unable to take sufficient breaks I have to neglect some tasks because I have too much to do I have to work very intensively I have unachievable deadlines Different groups at work demand things from me that are hard to combine 3 Demands Average Question

HSE Indicator Tool Summary of Results Urgent action needed Represents those below the 20th percentile † Change Role Clear need for improvement Represents those likely to be below average but not below the 20th percentile Relationships Peer Support Managers' Support Good, but need for improvement Represents those better than average but not yet at, above or close to the 80th percentile† Control Demands Doing very well - need to maintain performance Represents those at, above or close to the 80th percentile† Key Your results Suggested Interim target Suggested Longer term target

Steps 3 / 4- Evaluate the risk and take action Are the areas identified as potential stressors correct? Involve staff to investigate the findings of the questionnaire “Real People Real Solutions” Create Action Plan Provide Feedback

Demands : Are you doing enough? Monitoring team workload Allocated sufficient resources Prioritising deadlines Provided sufficient training Communication Working proactively Work environment

Step 5- Monitor and Review Monitor against your action plan to ensure the agreed actions are taking place. Evaluate the effectiveness of the solutions you implement. Consider other relevant data Follow-up surveys Long term commitment continuously working with employees to identify and address issues.

Actions to meet duty of care Obtain commitment Complete risk assessment Involve staff in identifying solutions Create an Action plan Review

Alternative Approaches “The national well being programme has been developed specifically for schools and is broadly equivalent to the HSE management standards. Participation in the well-being programme will enable schools to demonstrate they have met their duty of care under H&S legislation” (HSE)

Doing nothing is not an option There is no ‘quick fix’ solution Actions need to be proactive having a stress policy is not enough. The HSE are tackling stress in education as a priority. Positive results will benefit both individuals and the school. Summary

‘There cannot be a stressful crisis next week. My schedule is already full.’ Henry Kissinger