STRESS POLICY
SLT Checked / Oct 2017IEB Review Due
Reviewed
1
ContentsPage
1Introduction…………………………………………….. 2
2PolicyStatement………………………………………………...2
3Implementation………………………………….……………….2
4Guidance…………………………………………………………..3
4.1AcceptingStressasanIssue
4.2ADefinitionofStress
4.3Employer,SchoolandEmployeeResponsibilities
4.4.HowtoIdentifyifStressisUnreasonableand/orUnnecessary
4.5LookingOutForSymptoms
4.6RiskAssessment
4.7ConsultingStaff
4.8SicknessandAbsenceMonitoring
4.9ReportingCasestotheHealthandSafetyExecutive
4.10ExitInterviews
4.11EmployeeSupport
Appendices9
AStepsforTacklingWorkRelatedStress BRiskAssessment
CManagementandIndividualStrategiesforMinimisingStress DMeaningfulStaffConsultationandAnnualReviewProcess
EChecklistofSymptomsAssociatedwithStress FUsefulContacts(fordisplay)
GSupportingStaffAfteraTraumaticIncident
1
Introduction
ThispolicyisrecommendedtoallschoolsbytheLocalAuthorityaspartofits commitmenttoemployeewelfareandaspartofastrategytoensureaconsistentandco-ordinatedapproachtothemanagementofstress.Thepolicy coversallstaffofCommunity,CommunitySpecialandVoluntaryControlledSchoolsbutisalso recommended(subjecttoamendmentre.theroleoftheemployer/governingbody) foradoptionbyVoluntaryAidedSchools.
1.1.Thisdocumenthasbeendrawnupinconsultationwiththerecognisedprofessional associationandtradeunionrepresentativesforbothsupportandteachingstaff.ItshouldbereadinconjunctionwithotherrelatedLEArecommendedpolicies/advice:CareandControlofPupils;HandlingAbsencesDuetoIllHealth,Disability Discrimination;DignityatWork.Thispolicycomplementstheprinciplesenshrined intheO.M.B.C.corporatepolicy(GuideforManagers–ManagingStressinthe Workplace)buthasbeenwrittenwithaschoolcontextinmind.
1.2.Thepurposeofthispolicy andguidanceisto:
•acknowledgestressasanissue;
•definestress;
•outlinetheresponsibilitiesoftheemployer,schoolmanagersandemployees;
•adviseonriskassessmentandthecausesofstress;
•identifysupportforindividualsexperiencingdifficulties;and
•recommendmanagementandindividualstrategiesforminimisingworkrelated stress.
2.PolicyStatement
TheGoverningBodyof Royton and Crompton Schoolplacesahigh valueonmaintainingahealthyandsafeworkingenvironmentforallitsemployees anditrecognisesthatitsdutyofcareextendstomentalhealthaswellasphysical healthatwork.Dealingwithstressisanimportantfactorinachievingawork-life balanceforallstaffandtheGoverningBodyiscommittedtoimplementingthis policy.Thisincludes:effectiveandconsistentmanagement;enablingindividualsto copesuccessfullywiththeirwork;andprovidingsupportforemployeeswhose healthandwellbeingareaffectedbystress.Governorswilltakeallreasonably practicablestepstoaddressstressrelatedissuesinthisschoolincludingthose identifiedbelow.
3.Implementation
Tothebestoftheirability,governorswillensurethat:
a)allstaffareawareofthispolicy;
b)riskassessmentintheschoolincludesareviewofstressfactors;
c)acultureisestablishedinwhichstressisregardedasaseriousissuerather thanapersonalweakness;
d)throughgoodrecruitmentandselectionpracticesandongoingtraining,everyeffortwillbemadetoestablishandpromoteeffectiveandsupportive managementandindividualstrategiesforminimisingstressfactors(see AppendixC);
e)allstaffareencouragedtotalkopenlyaboutstressfactorsinschoolandto beconsultedmeaningfullyontheidentificationofsolutions;
f)whereanindividualisexperiencingproblemseveryeffortwillbemadeto providesupportandremedy thesituationasfarastheschoolisable;
g)whereanindividualexperiencesatraumaticincidentatworkhe/sheisgiven supportandassistance;
h)appendixFofthisdocumentisdisplayedontheschoolstaffnoticeboardto enableindividualstoaccesshelp;
i)thereisaregularreviewofschool’sarrangementsandresponsetostress relatedissues;
j)allnotifiedinstancesofstressrelatedsicknessabsencearereportedtothe LocalAuthority,and;
k)asrequested,datais providedona confidentialbasisto theLEAto enablea Boroughwidereviewofstressriskassessment,preventionstrategiesand supportincaseswhereparticularissueshavebeenidentified.
4.Guidance
4.1AcceptingStressasanIssue
Theterm‘stress’isoftenmisusedandmisunderstood.Manypeopledonotacceptthatstressexistsatallandthosewhodohaveawiderangeofperceptionsofwhatitactuallyis.Itisnotamatterthatisoftendiscussedopenly.Veryfewpeoplemay admittodifficultiesifstressisperceivedtobeapersonalweaknessorfailing.
Illhealth,absenteeism,poorperformanceandlitigationwheretheyoccurareall coststochildren’seducationentitlement.Theyareallsymptomsthatmayresultfromunmanagedworkrelatedstress.
Thispolicy is part of the Council’s strategy for the management of stress. Stress is anissuethatmustbeaccepted,defined,identifiedandcontrolledforthegoodofallstaffandintheinterestsofmaximisingchildren’seducationalentitlement.ItrecognisesthattheCouncilastheemployer,schoolmanagers,individual employeesandtheirunionrepresentativesallhavetheirroleinthismanagementprocess.
4.2 A Definition of Stress.Stressinthecontextofworkcanmeanthepressuresexercisedonaperson throughthedemandsoftheorganisation,thejobitselforthewaysinwhicha personcarriesoutthejob;oritcanbephysicalstressinthesenseoftheeffortrequiredtocarryouthardphysicalwork.Stressindirectlyrelatedtoworkcanalso becausedbyexternalfactors,suchastravellingconditionstoandfromschool.Furthercausesofstresscanarisefrompersonalanddomesticcircumstances,for thealleviationofwhichtheCouncilortheschoolmayhavelittleornoinfluenceor responsibility.
Thereisnooneaccepteddefinitionofstress.Ithascometomeanboththecauses andtheeffectsoffeelingpressure.Whilstitisperhapsmisleadingtodefineany levelofstressasacceptableorproductive,itisclearthatoneindividual’sreaction topressurecanbeverydifferenttoanother’s.Peopletendtoadaptandreactin differentwaysdependingontheirlifeexperiences,health,personalcircumstances andpersonality.Itispossiblethatasituationorsetofcircumstancescouldbe stressfulforonepersonbutenergisingforanother.TheHealthandSafety Executivedefinesstressas“theadversereactionpeoplehavetoexcessive pressureorothertypesofdemandplacedonthem”.Thismakesanimportantdistinctionbetweenpressurethatcanbeapositivestateifmanagedcorrectlyand stressthatcanbedetrimentaltohealth.
Stressinvolvesareactiontosituationaldemandsandmayresultinaphysical and/orpsychologicalresponse. Where theseresponsesare shortlived, thereis no lastingharm.Wherepressureisintenseorcontinuesforalongperiod,theeffects ofstresscanbedamaging(distress),leadingtolongertermpsychological problemsandphysicalillhealth.Equallytherearesituationswheretoolittle demandismadeofemployeesandasaresultofboredomorfeelingundervalued theytoocanexperiencetensionorstress.
Theremaybeasituationwhereamemberofstaffexperiencesorwitnessesanactofviolence,aggressionoradisastrousevent.Thesituationcouldbeinoroutofschool.ThismayleadtothemedicalconditionPostTraumaticStressDisorder (PTSD).Simpleaction tominimise thepotential effectsof PTSDas soonas possibleaftertheeventwillreducethepossibilityofdamagetotheindividualand anypotentialforlongtermabsencefromwork.AppendixGcontainssomeadvice toensureappropriatesupportisgiven.Thisisasimplecommonsenseapproach onlyandisnotafull‘CrisisResponse’aspractisedbytheemergencyservices whoareformally andprofessionallytrainedinthis.
4.3 Employer,SchoolManagementandEmployeeResponsibilities
TheLEA(astheEmployer)
InCommunity,CommunitySpecialandVoluntaryControlledSchoolstheLocal EducationAuthorityistheemployerandhasadutytomakesurethatstaffare notmadeillbytheirwork.Indischargeofthisresponsibility,theLEA:
•recommendsthatallschoolsadopttheLEApolicyonworkrelatedstress;
•requiresschoolgovernorstoundertakeannualriskassessments(including stress)onitsbehalf;
•providesadviceandsupportontheriskassessmentprocessasrequired;
•provides advice and support on any agreed action plans arising from risk assessment;
•providesadviceandsupportto individualexperiencingstressrelatedillhealth;
•providesadviceandsupporttoschoolmanagersinthemanagementofstress relatedillhealth;
•monitorspolicyimplementation;
•monitorssicknessabsenceduetostressandhowitismanaged;
•meaningfullyconsultslocalbranchunionrepresentativesonpolicy development,itsimplementationandoutcomes;
•reportsprogresstotheDepartmentalHealthandSafetyCommittee;
•reports notified instances of work related stress to the Health and Safety Executive(RIDDOR’95).
TheSchoolGoverningBodyandHeadteacher
UnderLocalManagementofSchools,governorsandheadteachershavestaffing responsibilitiesandassuchhavethefollowingresponsibilities,to:
•carryoutriskassessmentonbehalfoftheLEA,includingstress;
•formastrategyandactionplaninlightofariskassessment,implementand monitorit;
•encourageaschoolculturethatacknowledgesstressasanimportantissue tobeaddressedratherthanapersonalweakness;
•supportanyonemanifestingsignsofdistress;
•ensureworkrelatedstressorsarepro-activelymanaged;
•meaningfullyconsultstaff(andanyschoolbasedunionappointedHealth andSafetyRepresentatives)onmeasurestomanagestress;
•bringtotheLEA’sattentioncasesofnotifiedsicknessabsenceduetowork relatedstress.
Individuals
Itistheresponsibilityofindividualemployeesto:
•reportanyincidentsofunnecessaryorunreasonablestress-inducingwork;
•contributetoajudgementfreeenvironmentwhereallmembersofstaffcan openlydiscussstress;
•takeresponsibilityforgoodpersonallifestylemanagement;
•bepreparedtoundertakepersonaldevelopmentopportunitiesinsupportofmanagementofstressstrategies.
4.4 HowtoIdentifyifStressisUnreasonableand/orUnnecessary
Somepressureisinevitableineveryjobandmayleadtomotivation,asenseofachievementandjobsatisfaction.Itisakeymanagementtask,however,to attempttoidentifyandeliminateunreasonableandunnecessaryworkplace pressure.Thefirststeptowardsmanagingstressistoidentifythehazardsby:lookingoutforsymptomsofstress;undertakingformalriskassessment;talking withstaff;monitoringsicknessabsence(includingreturntoworkinterviews);and byconductingexitinterviews.
4.5 LookingOutforSymptoms
Theabilitytodealquicklywithanysymptomsofstressiftheybecomeevidentis vitaltoawellmanagedandhealthyworkplace.Timelyactionmaypreventa situationbecomingunmanageable.Thereisalegalrequirementforanemployerto activelyrespondwhereanyemployeedisplayssymptomsofworkrelatedstress.Symptomsmayinclude:excessiveworkinghours;behaviourtowardscolleagues whichappearstobeincreasinglyerratic;afailuretotakeidentified breaks/holidays;increasingimpatiencewithcolleagues,includingoutburstsoftemper;generalirritability;lackofconcentration;decliningwillingnessto communicateordelegate;excessivefatigue;beingaccidentprone,aswellashigh levelsofsicknessabsence(seebelow).AppendixEisalistofsomeofthe characteristicsthatmaybedisplayedbyadistressedperson.Onceaworkrelated stressproblemhasbeenidentified,waystodischargethedutyofcaremustbe exploredandsupportputinplace.
4.6Risk Assessment
Toonlyrespondwhenstressmanifestsitselfinaphysicalorvisiblewayisavery reactiveapproachandonlyaddressestheissueonceitisaproblem.Reactive interventionmay be toolate fortheemployee experiencinghealth difficultiesdueto stress.Thepriorityforagoodmanagermustbetheidentificationanderadication ofstressinducingfactorstopreventproblemsarisinginthefirstplace.Aproactive approachisrequiredastheonusisontheemployertodemonstratethatastress relatedconditionunforeseeableandthereforepreventable.
Thevarietyofschoolcircumstancesandlocalmanagementresponsibility necessitatesthedelegationofresponsibilityforriskassessmenttoheadteachers andgovernorsi.e.to:identifythestressinducingfactorsinschool,theextentto whichpeopleareexposedtothemandtheharmtheymaybecausing.Oncean assessmenthas identified any specific causes of stress, governors must determine whatcontrolmeasuresneedtobeputinplaceandhowthesewillbeimplemented andmonitored.Itmaybethatanassessmentrecordsknownstressorsandcurrentpracticeinrelationtocontrolmeasuresandmonitoringarrangements.Undertaking anassessmentdoesnotimplythatthereiscurrentlynothingbeingdonebutitdoesenableareviewofarrangementsandformallydocumentsthatreview.AppendixBprovidesaframeworkforundertakingariskassessmentinaschool.
4.7ConsultingStaff
Inordertofacilitatetwowaycommunicationandencourageanenvironmentwhere allmembersofstafffeelempoweredtoreportanyincidentsofunmanageable
stressinducingwork,itisrecommendedthatgovernorsconsultstaffontheir experience,thoughtsandrecommendationsonstressmanagement.Therearea numberofwaysofdoingthis.Aquestionnaire,feedbackviaaworkingparty,discussiongroups,individualinterviewsareallusefulmethods.Thebestmaybea combinationofthese.Whateverapproachistaken,theremustberespectforthe sensitivityofthesubjectunderdiscussionandscopeforstafftotalkfreelyandin confidence.Theresultsofsuchanexercisemaybeusedtoinformarisk assessment.Itshouldberecognisedthatoneoutcomeofsuchanexercisemay resultinanindividualdisclosinganinabilitytocopeandeffectivesupportstrategieswillneedtobeputinplace.AppendixDsuggestshowstaffmightbe consultedintheprocess.Ifyouareconsultingstaffinaformalwayandhavea unionappointedHealthandSafetyRepresentativeinschool,youmustconsultthemontheprocessyouintendtofollow,itspurposeandhowtheinformationwill beused.
4.8SicknessAbsenceMonitoring
Regularsicknessabsencemonitoringdataisakeyaspectofidentifyingproblems withstressatanearlystage.Ifaparticularteamorindividualdemonstratesahigh levelofabsence,schoolmanagementshouldinvestigatethecausesandconductreturntoworkinterviews.Thisapproachisinaccordancewiththeagreed proceduresforhandlingabsencesduetoillhealth.
4.9ReportingCasestotheHealthandSafetyExecutive
AllincidentsofworkrelatedstressmustbenotifiedtotheHealthandSafety Executive.AschoolshouldthereforenotifytheSeniorPersonnelAdviserinthe LEAPersonnelteamofanysuchcases.
4.10ExitInterviews
Agoodopportunitytoengageinanopenandhonestdialogueiswhenan employeeisleavingtheschool.S/hemaybepreparedtosharehis/herviewson workloadorstressinducerswithintheschoolandhowthey impactonstaff.
4.11EmployeeSupport
Supportcantakemanyforms:goodmanagementintervention;staffdevelopment;discussiongroups;workingparties;medicaladviceand/orcounselling(General Practitioner,OccupationalHealth);LEApersonnel/welfareadviceandsupport;telephonehelplines;ProfessionalAssociation/Unionadviceandsupport.Individualneedswillvary.Oftenitisacombinationofsupportthatismostsuccessful.Thebestkindofsupportispreventative.
Sometimessupportcanbejustknowingwhoisavailabletotalkthingsthrough.Somestaffmayfeeltheywouldlikesupportinrelationtostressbuttheydonotknowhowtogetit.Itisthereforeimportantthatstaffaremadeawareofthe supportavailableinschoolandwheretheycangethelpoutsideofschoolas required.AppendixFisalistofcontactswhichmayusefullybedisplayedin
school.MembersofboththeEducationandCulturalServicesPersonnelTeam andtheCorporateWelfareTeamareabletoprovidesupporttoindividuals.
Incaseswheremedicaladvicewouldbebeneficial,areferraltotheoccupational healthserviceprovidertotheCouncilmaybemade.Anyindividualwhofeelsthis supportwouldbebeneficialshouldspeaktotheirheadteacher,aSeniorPersonnel AdviserfromtheEducationandCulturalServicesPersonnelteamoraWelfare Officer.Medicalassessmentsareconfidentialexceptthat,asappropriate,theLEAisinformedofanyworkmattersthatshouldbeaddressedtoenabletheperson’s healthtoimprove.
APPENDIXASTEPSFORTACKLINGWORKRELATEDSTRESS
Bi-AnnualCycle
STEP1
Identifythepotentialsourcesofstress Whomightbeatrisk?
4.11.1Riskassessment
4.11.2Consultation(inc.HandSrep)
4.11.3Collatesicknessabsencedata
STEP4
•Monitorandreview outcomes
•Useasabasisforthenextcycle
MANAGEMENTANDINDIVIDUALSTRATEGIESTOMINIMISESTRESSONGOING
STEP2
•Evaluateyourfindings andtherisk
•Drawupanactionplan
•Prioritise
•Consultstaffonthe
plan
STEP3
Implementtheplananddocumentprogress.
Eradicateorminimisetherisk
APPENDIXB
RISKASSESSMENTFRAMEWORKFORSCHOOLS:STRESS
Thisdocumentsupplementsthegenericriskassessmentalreadyrecommendedforschooluse.Ithighlightsthehazardswhichmayarisefromthemainfactorswhichcanleadtoworkrelatedstress:
1.Demands
2.Control
3.Support
4.Relationships
5.Roles
6.Change
Aswiththegenericone,thisriskassessmentdocumentshouldbeupdatedeverytwoyears,orwhenevertheactivity,hazardand/orpeopleinvolvedsignificantlychanges,whicheveristhesoonest.ThedocumentshouldbeupdatedbytheHeadteacherinconsultationwithstaffandapprovedbytheGoverningBody.
Activity/Hazard / RisktoWhom? / SeverityofRisk1=minor
2=major3=risktolife / ControlsandPrecautions / Isthisadequateinyourschool? / Additionalcontrolsandprecautionstobetaken.
1.DEMANDS
Demandsmadeonstaffareunmanageable. / Allstaff / 2 / 1.Jobdemandsareassessedintermsofquantity,complexityandintensityandinrelationtopeople’sskillsandability
2.Staffhavethenecessarycompetenciestobeabletocarryoutthedemandsoftheirjob
3.Staffwhohavehighdemandsaregivenasayoverthewaytheymeetthemandadequatesupportfromcolleagues
4.Repetitiveandboringjobsarelimited(asfarasreasonablypracticable)
5.Staffarenotexposedtoapoorphysicalworkingenvironment
6.Staffarenotexposedtophysicalviolenceorverbalabuse
7.Workloadisassessedandreasonablelevelsmaintained
2.CONTROL
Stafflosecontroloftheirwork / Allstaff / 2 / 1.Thereisanopportunityforstafftohaveasayinthewayworkisundertaken.
2.Staffreceiveadequatesupportwhenaskedtoundertakenewtasksandaresupportedevenifthingsgowrong
3.Staffareabletoexertadegreeofcontroloverwhenbreakscanbetaken
4.Staffareabletomakesuggestionstoimprovetheirworkenvironmentandsuggestionsaregivendueconsideration.
3.SUPPORT
Staffreceiveinadequateinformationfromcolleaguesandsuperiors / Allstaff / 2 / 1.Therearesystemsinplacetokeepstaffinformed.
Systemsareinadequatetorespondtoindividualconcerns / Allstaff / 2 / 1.Therearesystemsinplacetoprovidesupporttostaff.
2.Staffknowhowtocalluponsupportfromtheirmanagersandcolleagues
3.Staffareencouragedtoseeksupportatanearlystageiftheyfeeltheyareunabletocope
4.Staffareprovidedwithmechanismswhich enablethemto raise concerns andsafetyissues(andappropriateactionistaken).
5.Staffareencouragedtoseeksupport
4.RELATIONSHIPS
Staffaresubjecttounacceptable behavioursandtherearenosystemsinplacetorespondtoconcerns / Allstaff / 2 / 1.Theschoolhasanagreedpolicytoaddressbullyingandharassment
2.Thepolicyhasbeenwidelycirculatedwithintheschool
3.Teamstructuresandtheroleofleadersisclearandestablishedwithclearobjectives
4.Individualsareencouragedtotalktotheirmanagerorunionrepresentativeaboutanybehavioursthatcauseconcern
5.Theschoolhasacodeofconductandestablishedvaluescoveringthewaypeopleareexpectedtoworktogether
5.ROLE
Staffareunclearabouttheirroleandtherearenosystemstoaddressindividualconcerns / Allstaff / 2 / 1.Sofarasispossible,thedemandsplaceduponindividualsdonotconflict
2.Thereisaninductionprogrammeforall
newmembersofstaff(totheschool,toanewpost)
3.Jobresponsibilitiesaremadeclearandregularlyreviewed
4.Individualsknowhowtheirjobresponsibilitiesfitintothewiderobjectivesoftheschool
5.Systemsareinplacetoenableindividualstoraiseconcernsabouttheirresponsibilitiesandforaresponsetobegiven
6.CHANGE
Staffarenotengagedinorganisationalchangeandsystemsarenotinplacetorespondtoindividualconcerns / Allstaff / 2 / 1.Staffareconsultedonproposedchangeanditsimpactandthetimetableforachievingit
2.Thereisadequateongoingcommunicationduringthechangeprocess
3.Thereissupportduringtheprocess
APPENDIXC
MANAGEMENTANDINDIVIDUALSTRATEGIESFORMINIMISINGSTRESS
Goodmanagementstrategiesinschoolwouldinclude:
•reviewingjobstoensuremaximumvarietyandproperuseofskills;
•reviewingthephysicalenvironment;
•reviewingworkloadsandworkinghours;
•establishingflexibleworkscheduleswhereverpossible;
•encouragingparticipativemanagementanddecisionmaking;
•ensuringemployeeinvolvementinpersonaldevelopment;
•establishingclear,obtainablegoals;
•facilitatingsocialsupport;
•buildingcohesiveteams;
•improvingcommunications;
•trainingstaffintherecognitionofthesignsandsymptomsofexcessivestress;
•helpingmanagerstorecognisetheimpactoftheirmanagerialstyleonstaff;
•ensuringbetterandmoresupportivesupervision;
•increasingpeersupport;
•discussingthereasonforsicknessabsencewithindividualmembersofstaffandif stressrelated,identifyingreasonsandexploringsupportoptions;
•helpingstafftodevelopothertoolstodealwithstresse.g.assertiveness,problemsolvingskills;
•encouragingtheacceptanceofstressasanissuethatcanbeopenlydiscussed withoutfearofcriticismofjudgement;
•reviewingpupilbehavioursupportmechanismstoensuremaximumsupport
•knowingthepressuresonstaff(theabilitytobeempathetic);and
•beingvigilantandofferingsupporttoanyemployeewhoexperiencesstressoutsideschoole.g.bereavementorseparation.
Strategiesledbytheindividualmightinclude:
•changinginternaldemands/expectations;
•reappraisingsituationsmorerealistically,puttingmattersintoperspective;
•usingtimemanagement/assertionandcommunicationskills;
•avoidingoverload/underloadwheneverpossible;
•establishingsocialsupport;
•varyingtaskswhereverpossible;
•employinggoodlifestylemanagemente.g.leisuretimeusage,eatinghealthilyetc.;
•usingrelaxationtechniquese.g.meditation,hypnosis,yoga,jogging,walking,talking,
writingetc.;
•beingpreparedtoshareanyconcernsattheearliestopportunity;
•contributingtotheschool’scommitmenttotheeliminationofunnecessarystress;
•notmakingunfavourablejudgementsofotherswhoarepreparedtodisclosetheyarenot
coping;and
•makingmoretimeforoneself.
APPENDIX D - MEANINGFULSTAFFCONSULTATIONANDANNUALREVIEW:STRESS
1.Arrangeameetingforallstafftodiscussstressmanagement.
2.Considerwhomightcontributetothemeeting,e.g.
•Amemberoftheschoolgoverningbody
•Member(s)ofProfessionalAssociations/Unions
•AnLEArepresentative
•HandS(unionappointed)representative
3.Statetheschool’scommitmenttoeffectivestressmanagement.Invitestafftotalkin confidence.Usearelevantmediumtoopendiscussione.g.avideo,thestresspolicydocument, theriskassessmentframework.
4.Encouragearesponsefromstaff.
•Theirthoughtsandrecommendationsonstressmanagement
•Theidentificationofanyperceivedproblemareasandpossiblesolutions
5.Recordresponse(ingeneraltermsandonananonymousbasis)anduseinformationgathered toundertakeariskassessmentofallkeyactivitiesintheschool. Form/reviewtheschool’s actionplaninrelationtostressmanagement.
6.FeedbacktoGoverningBodyandconfirmthewayforwardinrespectofanagreedaction plan.
7.Setadateforreviewingarrangements.
8.Feedbacktostaff.
APPENDIXECHECKLISTOFSYMPTOMSASSOCIATEDWITHSTRESS
PhysicalSymptoms
Headachesandmigraines Sweating Palpitations Lethargy
Generalachesandpains Musculartension
Coldsandotherrespiratoryinfections Asthmaticattacks
RaisedcholesterollevelUlcers
Digestivetractdisorders Increasedbloodpressure
Thyroiddisorders Diabetes
Menstrualdisorders Heartdisease
Increasedriskofcancer
MentalHealthSymptoms
Irritability Depression WithdrawalAnxiety Tearfulness
Poorconcentration Forgetfulness
DisturbedsleepandinsomniaLowselfesteem
Post-traumaticstressdisorder
Behavioural Symptoms
Heavydrinking Misuseofdrugs Smoking Eatingdisorder
Poortimekeeping IncreasedsicknessabsenceAccidentprone
Deteriorationinpersonalrelationships
APPENDIX F - STRESSMANAGEMENT :MAKINGCONTACT
InSchool……..
Thisschooliscommittedtothemanagementofunreasonableandunnecessarypressureintheworkplace.Youareencouragedtodiscussanyconcernsforyourownorothers’health/welfareduetostresswithLine Manager or HR Office.
TeacherSupportNetwork……
Forinformation,supportandcounsellingcalltheTeacherSupportLineon08000562561(you shouldnotethataswithalltelephonecounsellingservices,confidentialitymaynotbemaintained ifacallerthreatenstocommitacriminalacte.g.harmanotherperson).Thereisalsoawebsiteprovidingguidanceonstressmanagementandotherissues(
Ifyoufeelyouwouldbenefitfromimpartialsupportoradvice,youmaywishtospeaktoaSenior PersonnelAdviserfromtheEducation andCulturalServicesPersonnelteam: 0161 -911– 4263/4239/4282/3381/3220.Thereisanamedadviserassignedtoeachschool.
SeniorPersonnelAdvisersareavailabletosupportindividualschoolstaffexperiencingproblems. Initialcontactcanbeonaconfidentialbasisalthoughmakingprogressonanyconcernswillnormallyrequireagreementtoinvolvetheschool.
WelfareSupport …..
O.M.B.C.hasaWelfareService,resourcedprincipallytosupportnonteachingstaffbutany memberofstaffmaycontacttheserviceforimpartialconfidentialadviceinrelationtotheir employment.Youmaytelephonetheteamon01619114697.
In School – Mrs. S. Prober - Hardaker
OccupationalHealthAdvice…..
Specialistadviceandsupportonstressissuescanbeobtainedfromanindependentoccupationalhealthadvisoryservice.Ifyoufeelyouwouldbenefitfromsomeoccupationaladviceinrelationto yourhealth,youshouldspeaktoyourHeadteacherand/oraSeniorPersonnelAdviser.
Union Consultation Contact List
Oldham Branch Officials (recognised Unions)
ASCL(Association of School and College Lecturers)
Joanna Ruse / 07525592173 /
ATL
(Association of Teachers & Lecturers)
Iain Windeatt / ATL
Laurel Bank Resource Centre
First Floor
Kershaw Street
Shaw
OL2 7AJ / 07553375282 /
NASUWT
(National Association of Schoolmasters and Union of Women Teachers)
Becky Clapham
Paul Stott / 07884650884
07584517433 /
NUT
(National Union of Teachers)
Nigel Yeo / NUT Oldham Division
NUT Office
3rd Floor
Earl Business Centre
Dowry Street
Oldham
OL8 2PF / 0161 785 4674 /
UNISON
Wendy Bradbury
Julie Finnegan
Tracey Delaney / Branch Chair
Unison Oldham
16 Manchester Chambers
Manchester Street
Oldham
OL1 1LF
Branch Secretary
Assistant Secretary / 0161 770 4008 /
UNITE
Darryl Davenport / Convener / 0161 770 1943/1944
07801 204258 /
GMB
Paul Hindle / Chadderton Town Hall Annexe
Middleton Road
Oldham
OL9 6PP / 0161 770 8499 /
APPENDIX G - SUPPORTINGSTAFFAFTERATRAUMATICINCIDENT
STEPONE-IDENTIFYINGTHATANINCIDENTHASOCCURRED
•Theindividualoraclosecolleaguemayidentifytheincident
•Thelinemanager/headteacher/ChairofGovernorsmayknowfirsthandoftheincident
Thelinemanager/Headteacher/ChairofGovernors(ifitistheheadteacherwhohashadthetraumaticexperience)shouldestablishandrecordthedetailsoftheincidentconcernedand determinewhoisthemostappropriatepersontoberesponsibleforprovidingsupport(“Supporting Manager”).
TheSupportingManagershouldensurethattheemployeeisabletocarryonand/ormakeappropriatearrangementsforhim/hertoberelievedfromdutyassoonasisreasonablypracticable, takingaccountoftheemployee’swishesandthecircumstancesoftheincident.
STEPTWO-ACHANCETOTALK
TheemployeeshouldbeprovidedwiththeopportunitytodiscusstheincidentwiththeSupporting Managerassoonaspossibleaftertheincident,allowingforthefollowing:
•Istheresomeoneelsehe/shewouldratherspeakto;
•Tolistentoandencouragetheemployee;
•Whatdoeshe/shefeelneedstobedoneintheshort-term;
•Whatothersupportmaybebeneficial,e.g.anappointmentwithhis/herownG.P.,contactwith
therelevantProfessionalAssociation/TradeUnionrepresentative,areferralforOccupationalHealthadvice(seeAppendixE6).
TheSupportingManagershouldrecordthediscussionandanyagreedoutcomes/action.
STEPTHREE-ADVISECOLLEAGUES
Subjecttothedegreeofconfidentialityagreedwiththeemployee,theSupportingManagershould ensurethatothercolleagueshavesufficientknowledgeabouttheemployee’sexperiencetoenablethemtobesensitiveandsupportive.
STEPFOUR-FOLLOWUP
Afterapproximatelyoneandthenfourweeks(acriticaltimeperiod)haveelapsedtheSupporting Managershouldtalktotheemployeeandassensitivelyaspossibleestablishifhe/sheis experiencinganycontinuingdifficultiese.g.nightmares,flashbacks.Anycontinuingproblems
wouldrequireareviewofsupportmechanismsasinstep2.Unlesscontinuingproblemsarehavinganunmanageableimpactontheworksituation,theemployee’spreferencesareparamountwhendeterminingwhatnext.Arecordofanyoutcomesshouldbekept.
Sometimesanindividualmaynotrecogniseoraccepttheyneedhelporadvice.Havingmonitored theworksituationandknowingwhataspectsoftheemployee’scontinuingdifficultiesareunmanageable,theSupportingManagershouldinformtheemployeethathe/shewillcontacttheschool’sSeniorPersonnelAdviserforadviceandwhy.
STEPFIVE
AnyfurtherstepswillbesubjecttocircumstancesandtheadviceoftheLEAPersonnelTeambutwillmostlikelyinvolveareferraltotheWelfareServiceand/ortheOccupationalHealthService.