Version:3.0
Name of Policy: / Well-being at Work Policy
Effective From: / 23/10/2012
Date Ratified / 01/10/2012
Ratified / Human Resources Committee
Review Date / 01/10/2014
Sponsor / Director of Transformation and Compliance
Expiry Date / 30/09/2015
Withdrawn Date
This policy supersedes all previous issues.
Version Control
Version / Release / Author/Reviewer / Ratified By/
Authorised by / Date / Changes
(please identify page no)
1.0 / Sept 2004 / Trust Board
PCT Board
TPF
JCC / 22/9/2004
08/09/2004
08/09/2004
21/07/2004
2.0 / Nov 2006 / JCC Sub-Committee
JCC
TPF / 23/08/2006
27/09/2006
Oct 2006
2.1 / Jan 2010 / M Darroch / N/A / N/A / Review date extension to enable in-depth review of policy and to take into account Boorman Report
2.2 / Feb 2010 / M Darroch / HR Committee / 01/02/2010
3.0 / 23/10/2012 / M Darroch / HR Committee / 01/10/2012
1
Well-being at Work Policy v3
Contents
SectionPage
1Introduction...... 4
2. Policy scope...... 4
3.Aim of policy...... 4
4Duties(Roles and responsibilities)...... 4
5Definitions...... 6
6A systematic approach to promoting well-being at work...... 6
6.1Causes of stress...... 6
6.2.Organisational approach...... 7
6.3Process for identifying work-related stressors...... 8
6.4Requirement to undertake appropriate risk assessments for the prevention and management of work-related stress 9
6.5Support for employees suffering from stress...... 9
7.Training and support...... 9
8.Equality and diversity...... 10
9.Monitoring compliance/effectiveness of the policy...... 10
10.Consultation and review...... 11
11.Implementation of policy (including raising awareness)...... 11
12.References...... 11
13.Related policies and strategies...... 11
Appendices
Appendix 1 Manager responsibilities...... 13
Appendix 2Asking for help...... 14
Appendix 3Steps that individuals can take to manage theirmental well-being...15
Appendix 4Steps that you can take if you suspect that a colleague is experiencing stress 17
Appendix 5Helping agencies...... 18
Appendix 6Work-related Stress Risk Assessment Form...... 19
Appendix 7Examples of the effects of stress...... 20
GATESHEAD HEALTH NHS FOUNDATION TRUST
PERSONNEL POLICIES AND PROCEDURES
Well-being at Work Policy PP39
1Introduction
This policy underpins the Trust’s Health and Well-being Strategy and, in particular, the strand relating to Mindful Employer.
The Trust recognises that promoting mental well-being through effective leadership and management and by aiming to provide productive and healthy working conditions will contribute greatly to its ability to deliver excellent service quality and innovation.
Illness due to stress, anxiety and depression is the second largest cause of
absence in the Trust and as such presents a risk to the organisation which must be managed effectively.
The Trust acknowledges it has responsibilities under the NHS Constitution to safeguard the health, well-being and safety of staff and that this policy will contribute to that commitment.
2Policy Scope
This policy applies to all staff working within Gateshead Health NHS Foundation Trust.
3Aim of the policy
3.1To identify and address key organisational factors which may contribute to undue stress or pressure at work;
3.2To promote a culture, which acknowledges pressure and where employees feel they can be open with colleagues and managers about experiencing symptoms of stress when they are under too much pressure;
3.3To provide an appropriate working environment, structures, systems and processes to minimise the risk of creating workplace stress;
3.4To provide support for individuals when experiencing symptoms of stress inside and outside of work.
4Duties (Roles and Responsibilities)
4.1Trust Board
- recognises and accepts its responsibility and “duty of care” as an employer to provide a safe and healthy workplace, and working environment, for all its employees as required by the Health and Safety at Work Act 1974. The reference to health in the Act applies to both the physical and mental well-being of employees. Responsibility on behalf of the Trust is delegated to the Division of Transformation and Compliance.
- is committed to promoting the mental health of its staff by:
-identifying the contributing factors of stress within the workplace
-taking all reasonable measures to eliminate or reduce stress
-minimising the effects of stressors on an individual’s mental well-being
-supporting those staff who are experiencing mental ill health problem as a result of work related issues.
- recognises that by promoting positive mental health in staff this will improve not only the quality of employee’s working lives but also the quality of care to patients. The impact of high stress levels in the workplace is costly both in terms of individual well-being and organisational effectiveness e.g. staff turnover, absenteeism and performance.
- To carry out a Trust-wide stress risk assessment biennially.
4.2Manager responsibilities
Managers need to be aware of their responsibilities and the actions they can take in helping to reduce the causes ofstress and to proactively manage stress in the workplace. It is essential that a generic stress risk assessment is carried out by all managers. A detailed list of responsibilities can be found in Appendix 1.
4.3Individual Responsibilities
The Trust recognises that individuals need to take responsibility for promoting their own general health and well-being and ensure harm is not caused to others through their own actions thus affecting an individual’s health and well-being.
4.4Occupational Health responsibilities
- To provide individual support and advice to employees who are experiencing stress either by ad hoc support by departmental staff, via management referral processes or via counselling services;
- To provide advice to managers on reduction of stress in the workplace and to promote employee well being;
- To provide training for managers in managing mental health in the workplace;
- To advise the Trust on and to support implementation of strategies pertinent to maintaining well-being in the workplace.
5Definitions
Individuals vary as to how they perceive certain situations; what one person finds stressful, another will consider manageable. For the purpose of this policy the term “stress” and “mental well-being” are defined below.
5.1Stress
“The adverse reaction people have to excessive pressures or other types of demand placed on them at work.
Stress is not an illness – it is a state. However, if stress becomes too excessive and prolonged, mental and physical illness may develop.”
(Health and Safety Executive 2009)
5.2Mental well-being
“Mental well-being is a dynamic state in which the individual is able to develop their potential, work productively and creatively, build strong and positive relationships with others and contribute to their community. It is enhanced when an individual is able to fulfil their personal and social goals and achieve a sense of purpose in society.”
(Foresight Mental Capital and Wellbeing Project (2008)
6A systematic approach to promoting well-being at work
6.1Causes of stress
6.1.1A certain level of pressure and challenge at work can actually optimise performance and it is therefore important to note that its occurrence is not always a negative factor. Given that, the Trust is aware that for certain individuals, demands placed upon them may impact on their ability to work effectively. The experience of undue pressure can lead to stress, which has a significant effect on their mental well-being.
Stress affects people in different ways and what one person finds stressful can be normal to another. With each new situation a person will decide what the challenge is and whether they have the resources to cope. If they decide they don’t have the resources, they will begin to feel stressed. How they appraise the situation will depend on a number of factors including:
- their background and culture;
- their skills and experience;
- their personality;
- their personal circumstances;
- their individual characteristics;
- their health status;
- their ethnicity, gender, age or disability; and
- other demands both in and outside work. (HSE 2009)
6.1.2Sources of stress within the workplace include:
- Demands
- Control
- Relationships
- Change
- Role
- Support, training and other factors
(Health and Safety Executive 2009)
6.1.3A person’s coping ability may be affected by various factors outside of work such as:
- Caring responsibilities
- Relationship difficulties
- Financial concerns
- Health problems
- Environmental factors e.g. noisy neighbours, crime
or significant life events such as:
- The death of a loved one
- pregnancy,
- moving house
- change in social activities
- an individual’s own personality as well as their level of social support will impact on their ability to cope.
6.1.4Problems associated with stress can range from mild symptoms of distress, which may be short lived through to severe illness, which may be longer-term. The more common symptoms of stress include:
- anxiety and/or depression
- headaches
- backache
- poor sleep
- fatigue
- confusion
- poor concentration
- behavioural changes
- relationship difficulties
A more detailed list of the effects of stress is listed in Appendix 7.
6.2.Organisational approach
6.2.1The Trust’s management of risk strategy places particular importance on a preventative approach to minimising risk factors in the working environment, which contribute to mental ill health.
6.2.2Three levels of intervention (Earnshaw & Cooper 1996) can be applied to manage stress and enhance the mental well-being at work. The Trust is committed to adopting this three level approach, which is reflected in current business activity. These levels are identified as:
- Primary intervention – preventative action to reduce or eliminate causes of stress and the promotion of a supportive and healthy working environment;
- Secondary intervention – prompt detection and management of depression and anxiety by increasing self-awareness and by equipping staff with stress management skills;
- Tertiary intervention – rehabilitation and recovery process of those individuals who have suffered or are suffering from ill health due to stress.
6.2.3Preventative interventions that the Trust can take in relation to the above can be found in Appendix 2.
6.2.4Preventative actions that managers can take are listed in Appendix 1.
6.2.5Preventative actions that all staff can take in order to promote mental well-bring are listed in Appendix 3.
6.2.6Steps an individual or a manager can take if they suspect that a colleague is experiencing problems are listed in Appendix 4.
6.3Process for identifying work-related stressors
6.3.1The annual NHS Staff Survey provides reliable information with which to identify the causes of work-related stress within the Trust as a whole. The survey comprises questions around:
- work-life balance;
- learning and development;
- your job and organisation;
- errors, near misses and incidents;
- violence, bullying and harassment;
- infection control and hygiene
- health and well-being
The Trust also adds to the survey specific questions relating to the Health and Safety Committee’s six stress factors (see reference above) to identify key workplace stressors.
6.3.2OD and Training is responsible for analysing survey results and provides reports to the Health and Well-being Steering Group, Health and Safety Committee, Equality and Diversity Steering Group and other key working groups to inform their respective action plans for the coming year.
6.3.3An extensive breakdown of survey results by division and/or department is provided every other year to enable more detailed analysis of information on workplace stress at a local level. These are disseminated to the appropriate managers, divisional managers and link director who should share these findings with staff.
6.4Requirement to undertake appropriate risk assessments for the prevention and management of work-related stress.
6.4.1Using the departmental survey results, managers are required to involve staff in developing local stress risk assessments, which highlight areas of most concern and to agree actions to address them. These local stress risk assessments should be returned to OD and Training within a given timeframe for monitoring purposes and to contribute to a larger, organisation-wide risk assessment which takes place every other year.
6.4.2On a biennial basis, the Trust will undertake an organisation-wide stress risk assessment which takes into account:
- NHS Staff Survey results
- Sickness absence
- Accidents/incidents
- Counselling referrals and trends
- Staff turnover
- Harassment and bullying reporting
- Local and organisational risk assessments
- Training and development attendance records
This report will be presented to the Health and Well-being Steering Group, (a sub-committee of the HR Committee), the JCC and other interested groups to inform further actions for improvement. These actions will include primary, secondary and tertiary interventions to further reduce the causes of work-related stress.
6.5Support for employees suffering from stress
6.5.1In supporting staff suffering from stress each person will be treated individually, according to their needs in conjunction with representatives from Personnel, Occupational Health Department and staff side.
6.5.2The Occupational Health Department provides a confidential counselling service for staff, which can be accessed by self referral or manager referral.
6.5.3For any staff who are referred under the Trust’s Managing Attendance Policy PP11 where stress is identified as a contributing factor their manager will be expected to provide an individual stress risk assessment as part of the individual’s management at work. Refer to appendices 5 and 6.
7Training and support
7.1The Trust uses the Health and Safety Executive Management Standards and associated guidance in all training and support sessions on work-related stress.
7.2Workshops for staffare offered to all staff as part of the internal training provided through the Trust’s Staff Development Prospectus. This workshop aims to raise awareness of stress in self and others and helps develop individual coping strategies.
7.3Internal workshops are provided for managers on managing the risk of work-related stress and mental health and employment.
8Equality and diversity
The Trust recognises its statutory obligations to ensure the health, safety and welfare of its employees, so far as is reasonably practicable. This includes being aware of the requirements of the Disability Discrimination Act 2005 (DDA) as well as Employment Rights Act 1996 and Employment Relations Act 1999. This policy supports a human rights based approach, respecting the core principles of fairness, respect, equality, dignity and autonomy.
The Trust is committed to ensuring that, as far as is reasonably practicable, the way we provide services to the public and the way we treat our staff reflects their individual needs and does not discriminate against individuals or groups on any grounds. For example, the policy promotes a range of reasonable adjustments that can be made, in order to ensure we do not discriminate against members of staff with mental health conditions. This policy has been appropriately assessed.
9Monitoring compliance/effectiveness of the policy
It is the responsibility of the Division of Transformation and Complianceto ensure that a process is in place to monitor annually compliance with the processes detailed in this policy and to make sure they are adhered to and are effective. Any shortfalls will be reported upon to the HR Committee and an appropriate action plan will be drawn up where necessary with identified leads and timescales, to be reviewed on a six-monthly basis.
Monitoring should cover as a minimum:
- The process for identifying workplace stressors and
- The requirement to undertake appropriate risk assessments for the prevention and management of work-related stress.
Standard/Process/Issue / Monitoring and Audit Method / By / Committee / Frequency
Process for identifying workplace stressors:
- Analysis of NHS Staff Survey results and local questions mirroring HSE questions;
- Divisional/departmental survey results every other year;
How the organisation carries out risk assessments for the prevention and management of work-related stress:
- Local divisional/departmental stress risk assessments;
- Biennial Trust-wide stress risk assessment undertaken.
Every two years
10Consultation and review
This policy has been reviewed in consultation with OD and Training, Occupational Health, Risk Management Team and Equality and Diversity Co-ordinator.
11Implementation of policy (including raising awareness)
This policy will be circulated by the Membership Co-ordinator as detailed in OP27 Policy for the development, management and authorisation of policices.
12References
a)“Health, Work and well-being in the NHS” NHS Employers Briefing 78, November 2010
b)“How to tackle work-related stress a guide for employers on how to make the Management Standards work”, Health and Safety Executive2009.
c)NHS Health and Well-being Boorman Report 2009
d)NICE public health guidance 22“Promoting mental well-being through productive and healthy working conditions: guidance for employers” 2009
e)Foresight Mental Capital and Well-being Project (2008)
f)“Working for a healthier tomorrow” Dame Carol Black’s review of the health of Britain’s working age population 2008
13Associated documentation
13.1Other policies and procedures relevant to this policy are:
- Risk Management Strategy
- Health & Safety
- Violence at Work
- Authorisation of Leave
- Managing Attendance
- Equal Opportunities in Employment
- Mutual respect in the workplace
- Prevention of Harassment and Bullying in the Workplace
- Procedure for the Prevention of Harassment in the Workplace
- Working Time Directive
- Raising Concerns at Work Policy
- Supporting Staff Involved in an Incident, Compliant or Claim
- Substance Abuse (Alcohol and Drugs) Policy Statement
APPENDIX 1
Manager responsibilities are to:
•Ensure that local generic stress risk assessments are current.
•Include in local risk assessment all stress risks and report up (as per Risk management Strategy)
•Provide clear leadership
•Encourage two-way communication
•Encourage open expressions of view
•Encourage participation in decision making and problem solving
•Minimise conflict in the workplace and encourage healthy working relationships.
•Where possible ensure appropriate staffing structures and levels are in place
•Take action on results of the annual NHS Staff Survey
•Take forward actions identified within the IWL action plans
•Help staff to enhance their sense of control over their working environment by providing them with the opportunity to have a say in how they do their work, wherever possible
•Carry out an appraisal on all staff – define the role and responsibilities, set objectives and produce a personal development plan (PDP)
•Provide regular positive feedback through CONTACT
•Be available for formal as well as informal discussions
•Provide support and encourage team members to support each other