5.6 Stress

The Health and Safety Executive (HSE) have recognised that work related stress is an important health and safety concern that has to be carefully managed to avoid physical and/or mental ill health. Tackling work-related stress is a key function for all involved.

Line managers have a duty to deal with work-related stress. Equally individuals who think that they are suffering from stress should speak without delay to their line manager or someone else they feel comfortable talking to at BSUC.

A risk assessment for stress should be undertaken in a similar manner to that used for other work related risks (see 2.6 Guide to Risk Assessment). Work related stress is defined by the HSE as - the adverse reaction people have to the excessive pressures or other types of demand placed on them. The Personnel Department are available to provide advice and support as appropriate.

Risk Assessment

The Heads of School or Department are required to ensure that the risks of persons in their charge are assessed and recorded. The five steps risk assessment approach is advised to be appropriate as follows:

• Identifying the hazard;
• Identifying who might be harmed;
• Evaluating the controls and deciding if enough is being done;
• Deciding what further action is necessary;
• Recording the Risk Assessment.

There Are Seven Main Work-Related "Stressors"

Culture

Problems That Can Lead To Stress:

• Lack of communication;
• A culture of blame when things go wrong, denial of potential problems;
• An expectation that people will regularly work excessively long hours or take work home with them.

What Management Can Do:

• Provide opportunities for staff to contribute ideas, especially in planning and organising their own jobs;
• Introduce clear business objectives, good communication and close employee involvement, particularly during periods of change;
• Be honest with yourself, set a good example, and listen to and respect others;
• Be approachable - create an atmosphere where people feel it is OK to talk to you about any problems they are having;
• Avoid encouraging people to work excessively long hours.

Demands Of The Job

Problems That Can Lead To Stress:

• Too much to do, too little time;
• Too little / too much training for the job;
• Boring or repetitive work, or too little to do;
• The working environment;

What Management Can Do:

• Prioritise tasks, cut out unnecessary work, try to give warning of urgent or important jobs;
• Make sure individuals are matched to jobs, provide training for those who need more, increase scope of jobs for those who are over-trained;
• Change 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, giving a group of workers greater responsibility for effective performance of the group;
• Make sure other workplace hazards, such as noise, harmful substances and the threat of violence, are properly controlled.

Control

Problems That Can Lead To Stress:

• Lack of control over work activities;

What Management Can Do:

• Give more control to staff by enabling them to plan their own work, make decisions about how that work should be completed and how problems should be tackled.

Relationships

Problems That Can Lead To Stress:

• Poor relationships with others;
• Bullying, racial or sexual harassment;

What Management Can Do:

• Provide training in interpersonal skills;
• Set up effective systems to prevent bullying and harassment (ie a policy, agreed grievance procedure and proper investigation of complaints.);

Change

Problems That Can Lead To Stress:

• Uncertainty about what is happening;
• Fears about job security;

What Management Can Do:

• Ensure good communications with staff;
• Provide effective support for staff throughout the process;

Role

Problems That Can Lead To Stress:

• Staff feeling that the job requires them to behave in conflicting ways at the same time;
• Confusion about how everyone fits in;

What Management Can Do:

• Talk to people regularly to make sure that everyone is clear about what their job requires them to do;
• Make sure that everyone has clearly defined objectives and responsibilities linked to business objectives, and training on how everyone fits in.

Support and the individual

Problems That Can Lead To Stress:

• Lack of support from managers and co-workers;
• Not being able to balance the demands of work and life outside work.

What Management Can Do:

• Support and encourage staff, even when things go wrong;
• See if there is scope for flexible work schedules (eg flexible work hours, working from home);
• Take into account that everyone is different, and try to allocate work so that everyone is working in the way that helps them work best;

It is important that everyone is self aware and look out for symptoms of stress in their and others behaviour. Telltale signs that a person may be stressed include:

• Eating on the run, or in disorganised manner;
• Smoking or drinking excessively;
• Rushing, hurrying, being available for everyone;
• Doing several jobs at once;
• Missing breaks, taking work home;
• Having no time for exercise or relaxation;

Detailed advice is available on stress management from the Health and Safety Executive (HSE) www.hse.gov.uk/stress/index.htm. Advice is also available from ACAS (Advisory, Conciliation and Arbitration Service) http://www.acas.org.uk/media/pdf/1/g/AL08_1.pdf

The stress risk assessment needs to be recorded and reviewed at regular intervals, or when there is a likely significant change in arrangements for work, due to organisational or role changes. The management of persons severely affected will be the responsibility of line managers in liaison with Personnel Department.

February 2005