Appendix A9.7

Prevention and management of stress policy

Page contents:

1. Statement
2. Organisational responsibilities
3. Stress management arrangements

1. Statement

1.1 We are fully committed to protecting your health, safety and welfare. We recognise that workplace stress is a health and safety issue and acknowledge the importance of identifying and reducing the causes of stress for all individuals in the workplace (including students and visiting workers).

1.2 The Health and Safety Executive defines stress as:

“The adverse reaction people have to excessive pressures or other type of demand placed on them.”

We fully support this definition. It is generally accepted that pressure can be a positive factor if managed correctly, and stress which, while not an illness in itself, can be harmful to mental and physical health.

1.3 Our aim in producing this policy is to adopt a four-step approach to the prevention and management of stress. The four steps are:

Developing a good management culture
Understanding and managing the demands of the job
Providing effective support and training
Encouraging positive individual relationships

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2. Organisational responsibilities

2.1 All workers (including visiting workers, students, contractors. etc)

Everybody has a responsibility to take reasonable care of their own health and safety, you are responsible for:

2.1.1 Developing a good management culture

Ensuring your line manager is aware of your work schedules, time lines and the potential pressure points in your work load
Arranging to meet regularly with your line manager and colleagues to discuss your work
Informing your line manager, Occupational Health, HR Manager and/or Health and Safety Advisor if you are suffering from work related stress
Working with your colleagues to maintain a good physical working environment e.g. keeping the work area free of clutter and piles of paper

2.1.2 Understanding and managing the post and the demands of the job

Being realistic and do not set standards that are far too high for yourself or others
Discussing work priorities with your line manager and agree schedules of work

2.1.3 Providing effective support and training

Co-operating with management in stress reduction measures, including attending any training provided
Raising any issues or concerns about the work organisation with your line manager, Health and Safety Adviser, HR Manager, institute staff support group (where available) and/or your Trade Union representative
Taking advantage of opportunities for counselling when recommended

2.1.4 Encouraging positive individual relationships

Considering how your work may affect others and plan work collectively where it is beneficial to do so
Being supportive to colleagues who are experiencing stress and not cause unnecessary or unreasonable pressure to others

2.2 Line managers

Managers have an important role to play in preventing workplace stress and in creating a secure and supportive environment. Managers are responsible for:

2.2.1 Developing a good management culture

Holding regular team and individual meetings, informing and consulting with your staff, particularly when there are changes which may affect them and encouraging your team to assist each other
Checking staff manage their work sensibly and cope with periods of pressure
Being sympathetic and confidential (unless it is necessary to involve others to deal with the issue) to anyone who is suffering from stress
Completing stress risk assessments for individual employees or groups of employees who are particularly vulnerable to workplace stress and ensure that any reasonable actions are carried out
Working with the organisation to provide a good working environment, which is as free as possible from physical stressors such as excessive noise levels, inadequate space etc

2.2.2 Understanding and managing the post and the demands of the job

Managing workloads to ensure your staff are not overworked
Providing clear job descriptions outlining lines of responsibility, accountability, and reporting
Completing PPDRs for your staff, reviewing their objectives and ensuring they are provided with meaningful developmental opportunities
Monitoring working hours, overtime and holidays to ensure that your staff take breaks as required by legislation and our policies

2.2.3 Providing effective support and training

Providing your staff with the appropriate training and resources to carry out their duties
Considering the implications for your staff of any changes to working practices, work locations, new policies and procedures
Attending training to keep up to date with good practice in management and health and safety
Discussing, where appropriate, issues around stress with your Health and Safety Adviser, HR Manager, institute staff support group (where available) or Trade Union representative

2.2.4 Encouraging positive individual relationships

Encouraging staff to support and assist each other and creating a strong team ethos
Managing absence fairly, in accordance with our health and attendance management policy
Familiarising yourself with our policies on bullying and harassment and ensure that your staff are aware that this type of behaviour is not tolerated
Recognising that from time to time, your staff may have experiences in their personal lives that may make them vulnerable to pressures at work and which may have a temporary influence on their work performance e.g. bereavement or separation. Be prepared to sensibly accommodate these instances

2.3 Establishment Directors

You need to establish a positive style of management throughout the institute, which promotes a stress free working environment and supports those affected by work-related stress as well as external stress e.g. divorce or bereavement. You should ensure that suitable and sufficient resources are made available for the effective delivery of your institute's work, including providing support and training.

Directors cannot delegate or devolve this accountability, but in order to discharge their responsibilities effectively, they may delegate duties and authority to senior members of their management team.

2.4 Human resource managers/HR business partners and health and safety advisers

You are jointly responsible for:

2.4.1 Developing a good management culture

Establishing effective staff management procedures
Supporting staff and managers during organisational change
Informing the institute of any changes and developments in stress management
Monitoring the implementation of our stress policy within your institute by collating sickness absence, turnover statistics, etc

2.4.2 Understanding and managing the post and the demands of the job by:

Consulting with those employees who have been medically identified as unable to continue their normal duties in line with our health attendance management policy

2.4.3 Providing effective support and training

Informing, supporting and guiding staff and managers in our stress policy
Providing training in stress awareness and coping mechanisms
Providing guidance to managers in the risk assessment process
Using special leave to assist individuals where appropriate
Making referrals to the Occupational Health Service and/or external counsellors in line with your local attendance management policy

2.4.4 Encouraging positive individual relationships

Supporting individuals who are stressed and advising them and their line managers about the support available
Ensuring that our health and attendance and harassment and bullying policies are followed

2.5 Health and safety TUS representatives

You are responsible for:

2.5.1 Developing a good management culture by:

Raising issues and consulting managers at INCC on major organisational changes
Advising staff on the stress management and risk assessment process
Conducting, with health and safety advisers, regular inspections to ensure that environmental stressors are controlled

2.5.2 Considering and reviewing the post and the demands of the job by:

Encouraging employees to engage with the PPDR process

2.5.3 Providing support and training by:

Communicating with staff on the issue of stress including conducting workplace surveys
Attending training relating to stress

2.5.4 Encouraging positive individual relationships by:

Requesting anonymous data on absences from HR
Ensuring that our health and attendance and bullying and harassment policies are fairly applied

3 Stress management arrangements

3.1 Joint Health and Safety Advisers meeting

Health and Safety Advisers will meet on a regular basis to help to ensure that our stress prevention and management policy is implemented and effective. The effectiveness of this policy will be monitored through this group by examining the following.

They will:

Review the policy every two years
Provide guidance on the institute stress risk assessment process
Annually review anonymous statistical data
Produce information to staff about stress prevention and management

A health and safety forum is provided at each institute for staff and management to discuss health and safety issues, including resolving local stress issues. At least annually, this forum will assess the risks of stress, the outcome of which will be reported at the INCC AGM.

3.2 Training and information

You will be provided with information about our stress management arrangements within three months of starting work and have the opportunity to attend stress awareness training. If you are a manager you will also be given the opportunity to attend training on your role in preventing and managing stress.

Health and Safety Advisers, HR Managers and TUS representatives have the opportunity to attend additional training funded by BBSRC Office.

3.3 Risk assessment

Risk assessments are a key tool in the prevention and management of stress. Generic risk assessments at an BBSRC/establishment level are a useful tool for to determine organisational and management controls. At an individual or group level the risk assessment should identify the major causes of stress, look at who might be affected, evaluate the risks and make any recommendations. Institute Health and Safety Advisers, HR Managers and line managers then need to work with you in implementing any recommendations, reviewing the assessment and updating the risk assessment, as necessary.

3.4 Associated policies and procedures

This policy should be read in accordance with the following policies, procedures and guidance:

Professor Douglas Kell, BBSRC Chief Executive
Mark Fernandes, BBSRC JNCC TUS Convener
August 2010

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Last updated 12/01/11
Amendment 101 - August 2010

Contact

policyteam@bbsrc.ac.uk