4.13.1 Guidance

4.13.1 Stress at work guidance

1.0 Introduction

1.1 The University as a caring employer is committed to developing a working environment that promotes the health and well being of all its employees.

1.2 This document aims to provide guidance on the prevention as well as the identification and resolution of issues that can lead to work related stress within the University.

2.0 Principles

2.1 The University will aim to create a working environment, which allows people to reach their full potential without the risk of exposure to non-physical harm.

2.2 The University will seek to manage activities to reduce the incidence of stress at work.

2.3 The University will ensure that feedback and support mechanisms are in place to tackle work related stress issues within the University.

3.0 What is work related stress?

3.1 Stress has been defined as ‘the reaction people have to excessive pressure or other types of demand placed on them. It may arise when they worry that they cannot cope’.

3.2 A certain amount of pressure will improve an individuals performance and quality of life, however if pressure becomes excessive it loses its beneficial effect and causes harm.

4.0 Possible causes of stress

4.1 There are a wide range of issues that can cause stress in the workplace and it will not be possible to remove all of them. However, Line Managers should work with individuals to identify those aspects of the working environment that are causing the most difficulty and discuss an improvement action plan.

4.2 Various studies have identified the following as the most common causes of stress at work:

• Heavy targets and workloads;
• Insufficient resources;
• Long working hours;
• Rapid change;Conflicting priorities;
• Uncertainty / insecurity;
• Poor communication;
• Lack of involvement;
• Poor delegation;
• Management style;
• Lack of control.

4.3 Employees may suffer stress as a result of pressures and problems in their personal lives also. As an employer we cannot force an employee to reveal the nature of their personal problems. However if personal problems begin to affect performance at work then Line Managers will need to raise this with the employee. The objective of the meeting would be to identify any help that the Line Manager, in conjunction with Human Resources, can give to the employee to assist them to return to effective working.

4.4 However the prevention of stress is not just the responsibility of the employer, every employee has a duty to ensure that they take personal responsibility for their own well being. This means that each employee needs to help prevent work-related stress becoming an issue in his or her own life.

5.0 How to recognise the signs

5.1 Many employees suffering from stress feel embarrassed and are reluctant to admit that they have a problem. Therefore, it is important that Line Managers are aware of other signs which could indicate that the employee is suffering from stress. In the first instance these signs usually take the form of a change in behaviour or appearance.

5.2 Some of the signs in respect of work performance include: declining or inconsistent performance; uncharacteristic errors; loss of motivation; indecision; lapses in memory; increased time in work and lack of holiday usage.

5.3 An employee’s behaviour may regress and the signs can include: crying; arguments; undue sensitivity; irritability; over-reaction to problems; personality clashes and sulking.

5.4 Other employees may wish to withdraw from the working environment and this can be identified by poor/erratic timekeeping; long lunches; absenteeism; reduced social contact; elusiveness/evasiveness.

5.5 Certain individuals may develop aggressive behaviour including: malicious gossip; criticism of others, shouting, bullying or harassment and temper outbursts.

5.6 Stress can also affect an individuals personal appearance and hygiene and can cause sweating, tiredness, upset stomach, tension headaches, rapid weight gain or loss; constantly feeling cold.

6.0 How to deal with employees suffering from stress

6.1 Firstly it must be recognised that not all employees who display any of the above signs may necessarily be suffering from stress. It is therefore important that the Line Manager attempts to clarify the situation before proceeding. This could take the form of, for example, supervisor meetings, appraisal discussions or probation reviews. If it is established that the problems are stress related the line manager should meet with their member of staff on a one to one basis to discuss the issue. This should be done in as relaxed and informal manner as possible to ensure that the employee does not feel threatened. The parameters around confidentiality should be made clear at the start of the meeting.

6.2 The Line Manager must reassure the individual that the purpose of this meeting is to identify the issues and to assess the level of assistance or support that can be offered to help the employee overcome their present difficulties. It must be made clear that this is not the start of a disciplinary process.

6.3 Line Managers must ensure that they involve the employee in any decisions and if necessary encourage them to seek further help through their doctor.

6.4 Depending on the nature of the issues raised the line manager may wish to consider a number of options to help resolve the situation. This may require some flexibility on the part of both the line manager and employee. The needs of the service will also be taken into consideration. Some options could include:

• Job Design – could the individuals job be reconfigured in such a way as to alleviate the problem. Can tasks be structured more effectively.
• Demotion – individuals may be offered the opportunity of working at a lower level with less responsibility.
• Part-time working – individuals may be offered the opportunity to work fewer hours.
• Raise a Grievance – in some instances it may be necessary to suggest that the individual initiate the formal grievance process if appropriate: e.g. harassment and bullying or sex discrimination cases.
• Counselling – allowing the employee paid time off to attend counselling, subject to funding restrictions.

6.5 The above list is not exhaustive and different individual situations will require different solutions. Line Managers are advised to discuss the situation with Human Resources before committing to a particular course of action.

7.0 Preventative action

7.1 As a responsible employer the University will aim to identify problems and take such remedial action as is necessary to address the issues. Employees are responsible for ensuring that their health is not put at risk and should inform their line manager of any concerns in a timely manner. An Employee Guide to Stress Management is attached at Appendix A.

7.2 Line Managers should seek feedback from within their teams to ensure that the working environment is not exerting excessive pressure on staff. Appendix B, Guidance for Managers - Checklist provides a basic guide on the type of questions Line Managers should be considering.

7.3 Line Managers should carry out monthly/quarterly one to one performance reviews with their staff. This will give employees the opportunity to raise any issues of concern in a safe environment.

7.4 The University will ensure that the grievance procedure is publicised and that individuals are aware of how it operates.

7.5 The University will make its best endeavours to ensure that sick absence monitoring takes place and that cases relating to stress or mental illness are identified early. It must be stressed that early intervention is critical in such cases and therefore Absences resulting from stress will trigger an automatic referral to the University’s Occupational Health Physician. Line Managers will be notified and will be expected to keep in regular contact with their member of staff.