Avoidance and Management of Work Related Stress: Guidance for Managers (стр. 3 )

The Health and Safety Executive (HSE) offers guidance on when it is likely to be appropriate to discuss the return to work. If this takes place too soon, then the individual may feel that they are being put under pressure to return. If the discussions are left too late, the individual may lose all confidence in being able to return. The HSE suggests that the best time to begin discussions and to develop a return to work plan is at three to four weeks into the absence.

At this stage, you can discuss the actions you have taken based on their risk assessment.

You should arrange a meeting with the staff member (who may wish to bring a friend /companion or Trade Union representative). You may wish to involve your HR Officer and an Occupational Health Advisor if the individual agrees that this is appropriate. The purpose of the meeting is to discuss what adjustments are necessary in order to facilitate a return to work. Adjustments can be made on a temporary, short term, medium term or permanent basis where these are practical. Adjustments may include:

·  A phased return to work – this could be very gradual, beginning with only a few hours per week and increasing over a period of several weeks. If an Occupational Health referral has been made they will advise on the appropriate timescales for a return to work. This must be closely monitored. Please refer to the University’s Attendance Management Policy for more details on managing a phased return to work and how an employee will be paid during the period)

·  A change to the individual’s working hours

·  A change to the individual’s work location

·  A change to the nature of the work, particularly if the work involves ‘people facing’

·  Agreeing home working (it should be determined by risk assessment that the home environment is suitable and will not create further problems)

·  Allowing time out of work for treatment / rehabilitation

·  Providing additional training and development

·  Providing closer supervision (if this has been identified on the risk assessment)

·  Reallocating work within the team

·  Providing alternative work on a temporary basis in order to ease them back into the University community

·  Providing alternative work through permanent redeployment (if there are issues that can not be resolved and a return to their normal work and working environment will be detrimental to their health - this will be determined through liaison with OH and HR)

Any adjustment should be agreed with the individual and closely monitored with regular review meetings being scheduled. A mentor should be identified for the team member.

8. Record keeping

In accordance with the Human Resources department’s Data Protection and Document Retention Statement, you must keep records of your meetings with staff members and store them securely.

Any actions agreed at meetings should be documented, with timescales and ownerships. Both you and the staff member should sign each action plan.

Dates of regular reviews should be agreed and should form part of any action plan.

pport for managers

Support is available from the HR Department and advice can also be sought from Occupational Health, if needed. The University is committed to implementing training for managers and staff on stress management and all managers are encouraged to attend this training.

Appendix A: Individual Risk Assessment

Appendix B: Team Risk Assessment

Appendix C. Management Competencies (HSE and CIPD), 2008

Appendix A Stress Management: individual Risk Assessment - Confidential

To be used in accordance with the University’s commitment to address stress-related issues through its Stress Policy and Guidance Notes for Managers and Individuals. All documents are available from the HR pages of the Staff Information Point.

Employee Name:	Faculty / Department:
Date of Risk Assessment:	Name of Assessor:

Factor	Areas to explore	Yes/No	Areas for concern / risks identified	What action is already being taken?	Identified actions and review date
Demand	Are they coping with their work deadlines?
	Do they feel they are being asked to undertake too many or too complicated work tasks?
	Is work pressure connected to a training need?
	Are they coping with workload / pace of work?
	Is pressure connected to a loss of motivation?
	Does the employee feel that they are working too long hours?
	Does the employee have a long journey to work which might be impacting on their wellbeing?
	Does the employee work away from home on a regular basis – are they coping with this?

Factor	Areas to explore	Yes/No	Areas for concern / risks identified	What action is already being taken?	Identified actions and review date
Control	Does the employee feel they are able to control their workload?
	Can the employee choose how and when they can undertake their work tasks?
	Can the employee’s hours be flexible if required?
Manager support	Does the employee feel that they are given appropriate feedback on their work – if not why not?
	Does the employee feel they can talk to their immediate manager about work or home issues?
	Does the employee feel that their manager will help them with difficult or emotionally demanding work?
Peer support	Are there any concerns with regards to their working relationships with colleagues?
	Can they talk openly with colleagues?
	Will their colleagues help them if they need them to?
	Is the employee unhappy with the relationships with peers?

Factor	Areas to explore	Yes/No	Areas for concern / risks identified	What action is already being taken?	Identified actions and review date
Relationships	Does the employee feel they are being bullied?
	Does the employee feel that they are being subjected to personal harassment in the form of unkind words and / or behaviour?
	Does the employee feel that their working relationship with others is strained?
	Is their working relationship with others affecting their health?
Role	Does the employee feel clear about what is expected of them at work?
	Does the employee feel that they understand what their duties and responsibilities are?
	Does the employee have a clear job role outline / description?
	Does the employee have regular review meetings with their manager? Are these effective?
	Does the employee feel that the role and work activities are affecting their health?
Change	Does the employee feel that they are being affected by changes at work?
Factor	Areas to explore	Yes/No	Areas for concern / risks identified	What action is already being taken?	Identified actions and review date
Physical	Is the employee experiencing a physical illness which is affecting the way they are able to carry out their work tasks?
	Is the employee experiencing a psychological illness which is affecting the way they are able to carry out their work tasks?
	Are there any adjustments that could help them to remain at work?
	Is specialist advice required?
	Is the physical environment affecting the employee’s ability to cope – i. e. lighting, noise, atmosphere, workstation, equipment etc.?
Psychological	Are there any addictive behaviours which are contributing to the pressure e. g. drug use, alcoholism, gambling
	Are they suffering from panic attacks, anxiety or depression?
	Are they already receiving help? Does the employee know what help is available?

Factor	Areas to explore	Yes/No	Areas for concern / risks identified	What action is already being taken?	Identified actions and review date
Social	Are out of work relationship difficulties having an impact? E. g. relationship problems, divorce, illness of a family member, childcare problems, bereavement?
	Are financial problems, legal problems, housing problems etc. having an impact on work?
	Are they aware of the sources of help? E. g. LHF, CUSN, Relate, CAB etc.
	Would time away from work or adjusted hours give them an opportunity to resolve the issues?

Signature of Employee: ………………………………………………………