Mental Health, Stress & Wellbeing Policy Health... · Mental Health, Stress & Wellbeing Policy Public Sector Equality Duty Equality and diversity are at the heart of the NHS Strategy

Mental Health, Stress & Wellbeing Policy

Public Sector Equality Duty

Equality and diversity are at the heart of the NHS Strategy. Throughout the

production of this document, due regard has been given to eliminate

discrimination, harassment and victimisation, to advance equality of

opportunity, and to foster good relations between people who share a

relevant protected characteristic and those who do not share it. This

document therefore abides by the Equality Act 2010).

Author(s) Carol Berry

Version V 1.0

Approval Date 05 October 2016

Approving Body Greenwich Executive Group

Review Date June 2019

Policy Category Health & Safety

Policy Reference Number 052

Page 2 of 25 N:\Policies&Procedures\Policies\Mental Health, Stress & Wellbeing Policy v1.0.docx

Version Control

Version Author Date Reason for review

V 1.0 Carol Berry 31.05.16 New Policy

Staff or Groups Consulted

This is optional.

Name Job Title

Staff Health and

Wellbeing Group

Bach Lee Workplace Health Programme Manager Public Health & Wellbeing RBG


Contents Page

1. Introduction .............................................................................................. 4

2. Scope ...................................................................................................... 4

3. Definition of stress ................................................................................... 4

Stressors .................................................................................................... 4

4. The Legal Framework .............................................................................. 5

Health & Safety Executive Management Standards ................................... 5

5. Policy ....................................................................................................... 5

6. Responsibilities ........................................................................................ 6

Governing Body and Senior Management team ......................................... 6

Line Managers ............................................................................................ 6

Occupational health and safety staff ........................................................... 6

Human resources ....................................................................................... 7

Employees .................................................................................................. 7

Union Safety representatives ...................................................................... 7

The Staff Health, Safety & Wellbeing at Work Group (SHSWWG) ............. 8

7. Employee Assistance Programme ........................................................... 8

8. HSE MANAGEMENT STANDARDS ........................................................ 9

Demands .................................................................................................... 9

Control ........................................................................................................ 9

Support ....................................................................................................... 9

Relationships ............................................................................................ 10

Role .......................................................................................................... 10

Change ..................................................................................................... 11

9. Review ................................................................................................... 11

10. Monitoring/Audit ................................................................................. 11

Apppendix1 - STAFF STRESS RISK ASSESSMENT .................................. 13

Appendix 2 – HSE Management Standards Indicator Tool .......................... 20

Appendix 3 Equality & Equity Impact Assessment & EDS2 Checklist .......... 24


1. Introduction

NHS Greenwich CCG is committed to protecting the health, safety and welfare of its employees. We recognise that workplace stress is a health and safety issue and acknowledge the importance of identifying and reducing workplace stressors.

2. Scope

This policy will apply to everyone in the company. Managers are responsible for implementation the CCG is responsible for providing the necessary resources.

3. Definition of stress

The Health and Safety Executive define stress as “the adverse reaction people have to excessive pressure or other types of demand placed on them”. This makes an important distinction between pressure, which can be a positive state if managed correctly, and stress which can be detrimental to health.

Stressors Stressors are the causes of stress and can be defined as:

Factors that cause stress;

An event or context that elevates adrenaline and triggers the stress

response because it throws the body out of balance and forces it to

respond.

It is accepted that any job can cause stress and also that it is not just

about overwork. Boredom and monotony can also be stressful.

Some of the most common causes of stress are:

abuse from or dealing with patients, customers or the public

budget reductions, reorganisations and lack of job security;

poor working conditions;

threats of or actual violence, harassment and bullying;

lack of childcare or flexibility to deal with domestic matters;

lack of control over work;

too demanding a job or too high a workload;

monotonous or boring work;

lack of training;

excessive hours and shift work;

working in isolation;

a poor working environment;

dysfunctional working relationships.

Academic research also provides strong links between stress and:

physical symptoms such as heart disease, back pain, headaches,

gastrointestinal disturbances or various minor illnesses; and


psychological effects such as anxiety and depression;

Stress can also lead to other behaviours that are harmful to health, such as skipping meals, drinking too much caffeine, smoking or substance misuse.

4. The Legal Framework The CCG has legal obligations to undertake the management of stress and

in line with the Health and Safety at Work etc. Act 1974 employers must take

all reasonably practicable measures to protect the health, safety and welfare

of employees at work. Additionally, the Management of Health and Safety at

Work Regulations 1999 requires employers to assess health and safety

risks, and to introduce prevention and control measures based on those risk

assessments.

Health & Safety Executive Management Standards In November 2004 the Health and Safety Executive (HSE) introduced

management standards for tackling work-related stress. These standards are

based on research into those aspects of management of work directly linked

to mental ill-health, including factors concerned with the design, organisation

and management of work, and advice on the 6 main areas identified as

having the potential to contribute to workplace stress.

These are: Demands, Control, Support, Relationships, Role and Change, all

of which are addressed in more detail in Appendix A. Whilst the management

standards do not impose a strict statutory duty they would be admissible as

evidence in any civil and/or common law proceedings.

5. Policy The purpose of this policy is to create a working environment where the good mental health and well-being of its employees is paramount and where

colleagues feel valued and protected In doing so:- The CCG will identify all workplace stressors and conduct risk

assessments to minimise stress or control the risks from stress. These risk assessments will be regularly reviewed.

The CCG will consult with Trade Union Safety Representatives on all proposed action relating to the prevention of workplace stress.

The CCG will provide training for all managers and supervisory staff in good management practices.

The CCG will provide confidential counselling for staff affected by stress caused by either work or external factors.

The CCG will provide adequate resources to enable managers to implement the CCG’s agreed stress management plan.

The CCG will work to reduce the number of days lost to stress related sickness absence.


6. Responsibilities Everyone in the CCG has a role to play in ensuring that the right working environment is created. So no matter where you find yourself in the organisation you can and should make a contribution to creating such an

environment.

Governing Body and Senior Management team

ensure that this policy is implemented;

oversee the monitoring of the effectiveness of the policy and of the other measures put in place to eliminate or reduce stress and to generally promote workplace health and safety;

promote health related programmes for employees;

ensure that employees are meaningfully consulted on any changes to work practices or work design that could precipitate stress

ensure employees are meaningfully involved in the risk assessment

process

Line Managers

Conduct and implement recommendations of risks assessments within their jurisdiction.

Ensure good communication between management and staff, particularly where there are organisational and procedural changes.

Ensure staff are fully trained to discharge their duties.

Ensure staff are provided with meaningful developmental opportunities.

Monitor workloads to ensure that people are not overloaded.

Monitor working hours and overtime to ensure that staff are not overworking. Monitor holidays to ensure that staff are taking their full entitlement.

Complete mandatory Stress Management Training for Managers and refresh every 2 years.

Attend training as requested in good management practice and health and safety.

Ensure that bullying and harassment is not tolerated within their jurisdiction.

Be vigilant and offer additional support to a member of staff who is

experiencing stress outside work e.g. bereavement or separation.

Occupational health and safety staff Specialist advice in managing stress may be obtained from the Occupational Health Service, Human Resources or the Health and Safety Manager. These

individuals will, within the parameters of their roles

Provide specialist advice and awareness training on stress:

Train and support managers in implementing stress risk assessments.

Support individuals who have been off sick with stress and advise them and their management on a planned return to work.

Refer to workplace counsellors or specialist agencies as required.

Monitor and review the effectiveness of measures to reduce stress.


Inform the employer and the health and safety committee of any changes and developments in the field of stress at work.

Human resources

Give guidance to managers on the stress policy.

Help monitor the effectiveness of measures to address stress by collating sickness absence statistics.

Advise managers and individuals on training requirements.

Provide continuing support to managers and individuals in a changing environment and encourage referral to occupational workplace counsellors where appropriate.

Employees All employees are encouraged to be aware of their own capabilities and limitations and take personal responsibility for their own well-being, this will

include

Recognising their own training needs and responsibility for well-being

and development within the job;

Raising issues of concern promptly with their line manager,

occupational health or human resources staff so they can be

addressed at an early stage;

Recognising their shared responsibility to identify stress in themselves

and others at an early stage;

Contributing to the organisational risk assessment process e.g. through questionnaires or attending focus groups etc.

Accepting opportunities for counselling when recommended or work in partnership with their line manager or CSU Human Resources to identify other appropriate assistance

Union Safety representatives

Union Safety Representatives must be meaningfully consulted on any changes to work practices or work design that could precipitate stress.

Union Safety Representatives must be able to consult with members on the issue of stress including conducting any workplace surveys.

Union Safety Representatives must be meaningfully involved in the risk assessment process.

Union Safety Representatives should be allowed access to collective and anonymous data from HR.

Union Safety Representatives should be provided with paid time away from normal duties to attend any Trade Union training relating to workplace stress.

Union Safety Representatives should conduct joint inspections of the workplace at least every 3 months to ensure that environmental stressors are properly controlled.


The Staff Health, Safety & Wellbeing at Work Group (SHSWWG)

The SHSWWG will perform a pivotal role in ensuring that this policy is implemented.

The SHSWWG will oversee monitoring of the efficacy of the policy and other measures to reduce stress and promote workplace health and safety.

7. Employee Assistance Programme The Employee Assistance Programme is a professional, confidential

resource available to all staff which provides counselling and consulting

support 24 hours a day, 7 days a week. EAP is a work-based intervention

programme aimed at the early identification and/or resolution of both work

and personal problems that may adversely affect job performance. These

problems may include, but are not limited to, health, legal, marital,

relationships, family, financial, substance abuse or emotional concerns. This

service can be accessed 24 hours a day, 365 days a year by calling Right

Core Care

0800 1116 387 – Counselling, advice, Information & Management support

0800 1116 388 – Legal and Finance advice

Risk Assessment

All managers should conduct risk assessments of the stressors that may

affect their employees.

The traditional health and safety risk assessment process comprises 5 steps:

1. Identify the hazards;

2. Decide who might be harmed and how;

3. Evaluate the risk by identifying what action is already being taken,

deciding whether or not it is enough and, if not, deciding what more

needs to be done;

4. Record the significant findings.

5. Review the assessment at appropriate intervals.

The CCG have applied this process to mental well-being via the stress

management standards. However, the very unique and individual nature of

mental well-being means that it can only be applied to certain workplace

aspects, and with limited levels of effectiveness, and it must be

acknowledged that there is significant responsibility at individual level for

assessing individual risks.


8. HSE MANAGEMENT STANDARDS

Demands Includes issues like workload, work patterns, and the work environment.

The standard is that:

Employees indicate that they are able to cope with the demands of

their jobs; and;

Systems are in place locally to respond to any individual concerns;

What should be happening / states to be achieved.

The organisation provides employees with adequate and achievable

demands in relation to the agreed hours of work;

Employees skills and abilities are matched to the job demands;

Jobs are designed to be within the capabilities of employees; and

Employees’ concerns about their work environment are addressed.

Control How much the employees say has in the way they do their work


Employees indicate that they are able to have a say about the way

they do their work; and;

Systems are in place locally to respond to any individual concerns.

What should be happening / states to be achieved:

Where possible, employees have control over their pace of work;

Employees are encouraged to use their individual skills and initiative

to do their work;

Where possible, employees are encouraged to develop additional

skills to help them undertake new and challenging pieces of work;

The employees encourages employees to develop their skills;

Employees have a say over when breaks can be taken; and

Employees are consulted over their work patterns.

Support Includes the encouragement, sponsorship and resources provided by the

CCG, line management and colleagues.


Employees indicate that they receive adequate information and

support from their colleagues and superiors; and




The CCG has policies and procedures to adequately support

employees;

Systems are in place to enable and encourage managers to support

employees;

Systems are in place to enable and encourage employees to support

their colleagues;

Employees know what support is available and how and when to

access it;

Employees know how to access the required resources to do their job;

and

Employees receive regular and constructive feedback.

Relationships Includes promoting positive working relationships to avoid conflict and

dealing with unacceptable behaviour.


Employees indicate that they are not subjected to unacceptable

behaviours, e.g. bullying at work; and

Systems are in place locally to respond to any individual concerns;

What should be happening / states to be achieved;

The CCG promotes positive behaviours at work to avoid conflict and

ensure fairness;

Employees share information relevant to their work;

The CCG has agreed policies and procedures to prevent or resolve

unacceptable behaviour;

Systems are in place to enable and encourage managers to deal with

unacceptable behaviour; and

Systems are in place to enable and encourage employees to report

unacceptable behaviour.

Role Whether employees understand their role within the CCG and whether the

organisation ensures that the employees does not have conflicting roles.


Employees indicate that they understand their individual role and

responsibilities; and



The CCG ensures that, as far as possible, the different requirements it

places upon employees are compatible;


The CCG provides information to enable employees to understand

their role and responsibilities;

The CCG ensures that, as far as possible, the requirements it places

upon employees are clear; and

Systems are in place to enable employees to raise concerns about

any uncertainties or conflicts they have in their role and

responsibilities.

Change

How organisational change (large or small) is managed and

communicated in the CCG.


Employees indicate that the CCG engages them frequently when

undergoing an organisational change; and



The organisation provides employees with timely information to

enable them to understand the reasons for proposed changes;

The organisation ensures adequate employee consultation on

changes and provides opportunities for employees to influence

proposals;

Employees are aware of the probable impact of any changes to their

jobs. If necessary, employees are given training to support any

changes in their jobs;

Employees are aware of timetables for changes;

Employees have access to relevant support during changes

9. Review This policy will be reviewed in three years’ time. Earlier review may be required in response to exceptional circumstances, organisational change or relevant changes in legislation or guidance.

10. Monitoring/Audit

Measurable

Policy

Objective

Monitoring/Audit Frequency

of

monitoring

Responsibility

for performing

the monitoring

Responsible

Committee or Body

Staff report

that they are

happy and

stress free

Stress Risk

Assessment / HSE

management

standards indicator

tool

Annually Compliance

Manager/Line

Managers

HSWB Group /GEG

A reduction

in stress

HR Reports Annually Compliance

Manager/Line

HSWB Group /GEG


related sick

leave

Managers

A reduction

in the

number of

staff

accessing

employee

assistance

programme

through

stress

HR reports Annually Compliance

Manager/Line

Managers

HSWB Group /GEG


Apppendix1 - STAFF STRESS RISK ASSESSMENT

QUESTIONS TO IDENTIFY CONCERNS IN EACH OF THE SIX MAIN STRESS CATEGORIES.

SOURCES OF

STRESS

QUESTIONS TO ASK

YES/NO

Demands Do you feel you have just the right amount of work to do (i.e. not too much or

not too little)

Have you had sufficient training to do your job?

Are there any problems with your work environment?

Control Are you able to have some say about how your job is done?

Do you feel included in decision making in the team?

Do you feel you are using the skills you have got to full effect?

Support Do you feel that you get enough support from your line manager?

Do you feel you get enough support from colleagues?

Do you take the breaks you are entitled to at work?

Do you feel you have a healthy work-life balance?


Relationships Are you affected by any conflict in the team?

Are you subjected to any bullying or harassment at work?

Do you feel the team works well together?

Role Are you clear about your roles and responsibilities at work?

Do you feel that there is any conflict in your role?

Do you understand others roles in the team?

Change Are you made aware of any changes that are happening at work?

Do you understand why the change is happening?

Do you understand the impact on your job of any change?

Do you feel well supported during change at work?

You can give this questionnaire out as a survey and collate responses, or if your team is small, use it as a guide for asking

questions with them in a team meeting. Do a basic frequency count of yes’s and no’s from your team members responses.

Conduct team discussions/ focus groups to explore any areas that seem to be higher risk (i.e. more negative than positive

responses to the questions). You can also use the HSE stress questionnaire tool for more detailed analysis. Please seek

advice from the occupational health department or go to the stress at work website on the intranet.

When you have completed the stress risk assessment, develop an action plan (attached) with your team to address any

areas of concern or high risk and review this on a regular basis.


STAFF STRESS RISK ASSESSMENT FORM – FOR MANAGER TO COMPLETE

Risk assessment for: …………………………. Directorate ………………………….

Manager…………………… Date………………….

Type of

Stressor

Specific causes of

workplace stress

identified within

each category

Existing workplace

precautions already

in place

Further action to be

taken

Who will ensure the

action is done? and

Review date

Demands

Control


Support

Type of

Stressor

Specific causes of

workplace stress

identified within

each category

Existing workplace

precautions already

in place

Further action to be

taken

Who will ensure the

action is done? and

Review date

Relationships


Role

Change

Manager’s signature……………………………………………………………………….


Action plan template

Standard area Desired

state

Current

state

Practical

solutions

Who will

take the

work

forward?

When? How will staff

receive feedback?

Action

completed?



Appendix 2 – HSE Management Standards Indicator Tool Instructions: It is recognised that working conditions affect worker well-being. Your responses to the questions below will help us determine our working conditions now, and enable us to monitor future improvements. In order for us to compare the current

situation with past or future situations, it is important that your responses reflect your work in the last six months.





Appendix 3 Equality & Equity Impact Assessment & EDS2 Checklist

This is a checklist to ensure relevant equality and equity aspects of proposals have been addressed

either in the main body of the document or in a separate equality & equity impact assessment (EEIA)/

equality analysis. It is not a substitute for an EEIA which is required unless it can be shown that a

proposal has no capacity to influence equality. The checklist is to enable the policy lead and the

relevant committee to see whether an EEIA is required and to give assurance that the proposals will

be legal, fair and equitable.

The word proposal is a generic term for any policy, procedure or strategy that requires assessment.

Challenge questions Yes/No What positive or negative impact do you assess there may be?

1. Does the proposal affect one group more or less favourably than another on the basis of:

Race

Pregnancy and Maternity

Sex

Gender and Gender Re-Assignment

Marriage or Civil Partnership

Religion or belief

Sexual orientation (including lesbian, gay bisexual and transgender people)

Age

Disability (including learning disabilities, physical disability, sensory impairment and mental health problems)

2. Will the proposal have an impact on lifestyle?

(e.g. diet and nutrition, exercise, physical activity, substance use, risk taking behaviour, education and learning)

3. Will the proposal have an impact on social environment?

(e.g. social status, employment (whether paid or not), social/family support, stress, income)

4. Will the proposal have an impact on physical environment?

(e.g. living conditions, working conditions, pollution or climate change, accidental injury, public safety, transmission of infectious disease)

5. Will the proposal affect access to or experience of services?

(e.g. Health Care, Transport, Social Services, Housing Services, Education)


By using evidence and insight to assess and grade our equality performance, NHS Greenwich can generate much of the information we will require to demonstrate compliance with the PSED. The checklist is to enable the policy lead and the relevant committee to see if a particular policy or project will provide the relevant evidence to assist NHS Greenwich CCG meet the set out EDS goals to achieve better outcomes for patients and staff. Please assess your policy, project or service against the following:

The goals and outcomes of EDS2

Description of outcome Yes/

No

Better health outcomes

1.1 Services are commissioned, procured, designed and delivered to meet the health

needs of local communities

1.2 Individual people’s health needs are assessed and met in appropriate and

effective ways

1.3 Transitions from one service to another, for people on care pathways, are made

smoothly with everyone well-informed

1.4 When people use NHS services their safety is prioritised and they are free from

mistakes, mistreatment and abuse

1.5 Screening, vaccination and other health promotion services reach and benefit all

local communities

Improved patient

access and experience

2.1 People, carers and communities can readily access hospital, community health or

primary care services and should not be denied access on unreasonable grounds

2.2 People are informed and supported to be as involved as they wish to be in

decisions about their care

2.3 People report positive experiences of the NHS

2.4 People’s complaints about services are handled respectfully and efficiently

A representative and

supported workforce

3.1 Fair NHS recruitment and selection processes lead to a more representative

workforce at all levels

3.2 The NHS is committed to equal pay for work of equal value and expects

employers to use equal pay audits to help fulfil their legal obligations

3.3 Training and development opportunities are taken up and positively evaluated by

all staff

3.4 When at work, staff are free from abuse, harassment, bullying and violence from

any source

3.5 Flexible working options are available to all staff consistent with the needs of the

service and the way people lead their lives

3.6 Staff report positive experiences of their membership of the workforce

Inclusive leadership 4.1 Boards and senior leaders routinely demonstrate their commitment to promoting

equality within and beyond their organisations

4.2 Papers that come before the Board and other major Committees identify equality-

related impacts including risks, and say how these risks are to be managed

4.3 Middle managers and other line managers support their staff to work in culturally

competent ways within a work environment free from discrimination

Policy Author

Signature: Date:17.06.2016

Equalities Lead

Signature: Date:17.06.2016

Documents

Mental Health, Stress & Wellbeing Policy Health... · Mental Health, Stress & Wellbeing Policy Public Sector Equality Duty Equality and diversity are at the heart of the NHS Strategy