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StressMajor Initiative by H.S.E.

Published Guidance-25 June 2001

A Managers and Employees Guide

A short guide for SMEs-7 November 2001

New HSE Toolkit on Stress Awareness 2004

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-ve Pressure/Stress

Poor Performance

Peak Performance

+ve Pressure

Reduced Performance

StressP

erfor

mance

Increasing Stress Level

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Examples of individual and situational factors that can help to reduce the of stressful

working conditions include the following:

Balance between work and family or personal life

A support network of friends and coworkers

A relaxed and positive outlook

NIOSH Model of Job Stress

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Personality

Ability to cope with change

Motivation

INTRINSIC TO JOB

Too much/too little work

Poor physical working conditions

Time pressures, etc.ROLE IN ORGANISATION

Role conflict/ambiguity

Responsibility for people

No participation in decision making, etc .

ORGANISATION INTERFACE

WITH OUTSIDE

Company -v- family demands

Company -v- own interests, etc

RELATIONS WITHIN ORGANISATIONPoor relations with boss

Poor relationship with colleagues

Difficulties in delegating responsibility, etc .

CAREER DEVELOPMENT

Over promotion

Under promotion

Lack of job security

Thwarted ambition, etc.

BEING IN THE ORGANISATION

Lack of effective consultation

Restrictions on behaviour

Office politics, etc.

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Scale of work-related stress

Exposure

1 in 5 people report their job as being eitvery or extremely stressful

EffectsAbout million people in the UK report

suffering from an illness they believe wacaused or made worse by work-related stress

6.5 million working days lost

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Strategy on work-related stress

Develop standards of good management

practice for a range of stressors

etter equip enforcement officers to be ablehandle the issue routinely

Encourage a more comprehensive approach

Tell people what they can already do

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Management standards

Demands

ControlRelationships

Change

Role

Support, training and individual facto

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Tackling work-related stress

Key points:

Focus on legal duties and risk assessmenApplies HSE 5-steps approach to stress

Uses the 6 proposed standard groups asfactors to consider in the assessment

Precursor to standardsinterim guidanceAlso addresses dealing with stressed

employees and rehabilitation

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What you must do Law

Health and Safety at Work etc Act 1974

Management of Health and Safety at WorkRegulations 1999

Regulation 3 (duty to assess risk)

Regulation 4 and schedule 1 (principles of prevention)

Regulation 13 (capability, training)

Regulation 19 (young people)

Employee consultation regulations

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What you must do

Approved Code of Practice on the Managemof Health and Safety at Work Regulations 1

When allocating work to employees,

employers should ensure that the demands of

the job do not exceed the employees ability to

carry out the work without risk to themselves

or others. Employers should review theiremployees capabilities to carry out their work,

as necessary.

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What you must doLawEmployment Rights Act 1996

Disability Discrimination Act 1995

Protection from Harassment Act 1997

The Working Conditions Act 1999 (NL

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+ve ActionIdentify the hazards: what?

Demands

Control

Relationships

Change

RoleSupport, training and individual factors

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+ve ActionIdentify the hazards: how?

Qualitative methods

Formal (interviews, focus groups)

Informal (talking to staff)

Quantitative methods

Absence, productivity, turnover data

Questionnaires

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+ve ActionReview the assessment

Whenever there is reason to think it is no

longer valid

Suggest 6-monthly at first, then annually ifthis proves to be too frequent

Also consider when there are changes in

organisation and in staffs livesis theassessment still valid?

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What you must doAvoid risks

Combat risks at source

Adapt work to individual

Develop coherent overall prevention policy,including organisation of work, social

environment etc

Give collective measures priority

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Factors out of your controlStress often the result of combinationfactors

You are not expected to be responsiblmatters not under your control

See if you can help

Promote a healthy work-life balance

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Suffering from work-related stressDespite precautions, some people may stillsuffer from work-related stress

Skills for the manager

Suggestions for actions

Rehabilitation and retention

Where to get help

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Tackling work-related stress

Stress is a serious problem

You must not ignore itDecide what needs to be done

AND DO IT

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