Stress Management (Policy & Procedure) - Merseyside nbsp;· Stress Management (Policy & Procedure) Publication Scheme Y/N Can be published on Force Website Department of Origin HR Policy Holder Head of HR

  • Published on
    31-Jan-2018

  • View
    212

  • Download
    0

Embed Size (px)

Transcript

  • Stress Management (Policy & Procedure)

    Publication Scheme Y/N Can be published on Force Website Department of Origin HR Policy Holder Head of HR Author Health and Safety Officer Related Documents Attendance Management Policy

    Dignity at Work Policy Health & Safety Policy Home/Work Life Balance Policy Substance Misuse Policy

    Date First Approved at BMG 25/10/2006 This Version V 3.0 Created 31/01/2014 Date of Next Review 31/01/2017

    January 2014

    NOT PROTECTIVELY MARKED

  • Stress NOT PROTECTIVELY MARKED HR

    _________________________________________________________________________________________

    _________________________________________________________________________________________

    Status: V 3.0 1 Last Update: 31/01/2014

    NOT PROTECTIVELY MARKED

    Introduction

    The Chief Constable is committed to managing stress effectively for the benefit of all Police Officers and Police staff. To achieve the objective requires us all to recognise and accept our responsibilities in ensuring stress is managed as an integral part of all the Forces activities. This Stress Management Policy document outlines the commitment and the framework for achieving the Chief Constables aims. It is essential that all employees are aware of this important document and understand how it affects them.

    Jon Murphy Chief Constable

  • Stress NOT PROTECTIVELY MARKED HR

    _________________________________________________________________________________________

    _________________________________________________________________________________________

    Status: V 3.0 2 Last Update: 31/01/2014

    NOT PROTECTIVELY MARKED

  • Stress NOT PROTECTIVELY MARKED HR

    _________________________________________________________________________________________

    _________________________________________________________________________________________

    Status: V 3.0 3 Last Update: 31/01/2014

    NOT PROTECTIVELY MARKED

    Policy Statement

    Merseyside Police are committed to protecting the health, safety and wellbeing of all our police officers, police staff, members of the special constabulary, agency workers and volunteers. We recognise that workplace stress is a health and safety issue and acknowledge the importance of identifying and reducing workplace stress. We are committed to putting measures in place to proactively prevent and manage stress and to promote a working environment, which removes the stigma surrounding stress, thereby empowering employees to raise the issue of stress with managers and supervisors. This policy complies with the Health & Safety at Work Act 1974 and other associated legislation and supports the Health & Safety Policy. People are our most valuable resource and the health, safety and wellbeing of employees must be proactively managed.

    Aims

    The aim of this policy is to put in place preventative measures to minimise workplace stress and to put mechanisms in place to manage it where it does occur.

    Objectives

    The main objective of this policy is to reduce workplace stress and working hours lost to workplace stress. Additional objectives are to:

    a) Ensure that all staff are aware of their roles and responsibilities in managing stress; b) Put in place procedures to identify stress hot spots and risks; c) To promote best practice and in doing so to proactively prevent stress at work; and d) Manage and deal effectively with stress related absence.

    Application and Scope The Health and Safety Executive define stress as the adverse reaction people have to excessive pressure or other types of demand, placed upon 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 and wellbeing.

  • Stress NOT PROTECTIVELY MARKED HR

    _________________________________________________________________________________________

    _________________________________________________________________________________________

    Status: V 3.0 4 Last Update: 31/01/2014

    NOT PROTECTIVELY MARKED

    This policy will apply to all police officers, police staff, members of the Special Constabulary, agency workers and volunteers. All staff have a responsibility to ensure the health and safety of themselves and other members of staff. Managers are responsible for the implementation of this policy. Merseyside Police is responsible for providing the necessary resources. All police officers and police staff, including the extended police family and those working voluntarily must be aware of, and are required to comply with, the requirements of this policy and associated procedures.

    Outcome Evaluation

    The outcomes of this policy will be evaluated through the Strategic Health and Safety Committee. The Health and Safety Team, in consultation with SDD and the Employee Relations Advisors (ERAs) will supply the Strategic Health and Safety Committee with suitable management data on stress related absence and risk assessments. Ongoing monitoring of the policy will cover the following areas:

    a) The identification of stress hot spots; b) Working hours lost as a result of stress related absence; and c) Interventions put in place to manage workplace stress.

  • Stress NOT PROTECTIVELY MARKED HR

    _________________________________________________________________________________________

    _________________________________________________________________________________________

    Status: V 3.0 5 Last Update: 31/01/2014

    NOT PROTECTIVELY MARKED

    Procedure

    Version History

    20/9/2010

    V 2.2

    Mindful Employer Logo added & Signatures of MPA Chair and Chief

    Constable

    11/11/2011 V 2.3

    Updated to comply with the Equality Act 2010 Greater links to the Attendance Management Policy Updated to reflect changes to meeting structures Addition of Mindful Employer Line Managers Resource Updated to reflect support available from staff networks

    28/12/2011 V 2.4

    Amended to reflect/reference newly introduced combined Stress

    Questionnaire and Risk Assessment.

    31/01/2014 V 3.0

    Revised to reflect the removal of the Police Authority and major

    changes to the HR structure and roles.

  • Stress NOT PROTECTIVELY MARKED HR

    _________________________________________________________________________________________

    _________________________________________________________________________________________

    Status: V 3.0 6 Last Update: 31/01/2014

    NOT PROTECTIVELY MARKED

    Contents

    1 HSE Stress Management Standards

    2 Responsibilities

    3 Trade Unions, Staff Associations and Support

    Networks

    4 Governance Structure

    5 High Risk Roles

    6 Where to get help if you are experiencing stress

  • Stress NOT PROTECTIVELY MARKED HR

    _________________________________________________________________________________________

    _________________________________________________________________________________________

    Status: V 3.0 7 Last Update: 31/01/2014

    NOT PROTECTIVELY MARKED

    1. HSE Stress Management Standards

    1.1 All reported cases of stress must be dealt with sympathetically and all reasonable action taken to remove or minimise the risk to the employee.

    1.2 The HSE has published a set of Management Standards for stress covering six key

    areas of work design that, if not properly managed, are associated with poor health and well-being, lower productivity and increased sickness absence. In other words, the six Management Standards cover the primary sources of stress at work. These are:

    a) Demands this includes issues such as workload, work patterns and the work

    environment. b) Control how much say the person has in the way they do their work. c) Support this includes the encouragement, sponsorship and resources

    provided by the organisation, line management and colleagues. d) Relationships this includes promoting positive working to avoid conflict and

    dealing with unacceptable behaviour. e) Role whether people understand their role within the organisation and whether

    the organisation ensures that they do not have conflicting roles. f) Change how organisational change (large or small) is managed and

    communicated in the organisation. 1.3 The Management Standards represent a set of conditions that, if present, reflect a

    high level of health, wellbeing and organisational performance. The full set of standards are available here. These standards should be taken into account when addressing individual or stress hot spot cases and when completing a Stress Questionnaire and Risk Assessment. A guidance document entitled Stress Management and Stress Quesionnaire and Risk assessment Guide can be accessed via the Force Intranet.

    1.4 The term Stress will be used in this policy to describe stress or any other

    psychological illness. Where any doubt about appropriate interventions exist, this should be referred to OHU.

    1.5 From time to time the HSE will publish revised or new guidance in relation to

    managing stress. Where appropriate, these will be published on the Force Intranet for information.

  • Stress NOT PROTECTIVELY MARKED HR

    _________________________________________________________________________________________

    _________________________________________________________________________________________

    Status: V 3.0 8 Last Update: 31/01/2014

    NOT PROTECTIVELY MARKED

    2. Responsibilities

    2.1 All individuals and groups recorded in this section will carry out the identified responsibilities as far as is reasonably practicable.

    2.2 All Staff will:

    a) Take responsibility for their own health, safety and psychological wellbeing and that of others by observing safe systems of work and complying with health & safety notices and legislation.

    b) Raise issues of concern with Safety Representatives, line managers, Occupational Health Unit or the Health & Safety Unit.

    c) Consider opportunities for counselling, mediation and other support when recommended.

    d) Comply with the requirements of the Attendance Management Policy and Charter.

    e) Co-operate with the advice and support offered by Occupational Health & Welfare professionals.

    f) Comply with the Working Time Regulations by recording hours worked, taking authorised breaks and annual leave and actively managing rest days owed.

    For those staff who do not wish to access the confidential services (Welfare and specialist psychiatric nurse referral) provided by the force and would prefer to seek advice elsewhere, the following are some useful links: Managing Pressure and Stress www.isma.org.uk http://www.depressionalliance.org www.mind.org.uk www.hse.gov.uk

    2.3 The Chief Constable will:

    a) Provide the resources required to implement this policy and minimise organisational risk factors.

    b) Directly or via the ACC Personnel and the Strategic Health and Safety Committee, apply suitable Health and Safety Governance by requesting and analysing suitable data and information, such as stress absence data and audit information, in order to ensure stress is being managed effectively across the force.

    c) Through each Chief Officer ensure that Area Commanders and Department Heads are taking appropriate action to identifying and managing workplace stress hotspots.

    d) Through the Occupational Health Unit and Health and Safety Section, ensure that the range of services provided by the Force to assist in dealing with stress related matters are adequately resourced and advertised.

  • Stress NOT PROTECTIVELY MARKED HR

    _________________________________________________________________________________________

    _________________________________________________________________________________________

    Status: V 3.0 9 Last Update: 31/01/2014

    NOT PROTECTIVELY MARKED

    2.4 Area Commanders and Department Heads will:

    a) Ensure the senior management team are taking appropriate action to identifying and managing workplace stress hotspots within their areas of responsibility.

    b) Ensure wellbeing, stress management and days lost due to psychological illness/injury are included as a standing item on Area/Dept management meetings and local Health & Safety meetings.

    c) Regularly review management information from a range of sources to identify and address emerging stress hot spots in consultation with ERAs and H&S.

    d) Where stress hot spots are identified to consult with the force Health and Safety Officer in order to request a Stress Focus Group is undertaken.

    e) Where a Stress Focus Group is undertaken to receive the report produced by the facilitating Health and Safety Officer/Advisor and to ensure the production of a suitable action plan in order to reduce, as far as reasonably practicable, the causes of stress identified.

    f) Ensure that local Safety Representatives are; included in consultation on changes to working practices; allowed to consult with members on issues of stress; involved in the risk assessment process; are allowed access to anonymous management information; allowed time to attend Trade Union/Staff Association meetings and training related to work place stress.

    g) Involve a Health and Safety Officer/Advisor, Staff Association and Trade Union Representatives in local Health & Safety Meetings.

    h) Support local managers to manage stress effect...

Recommended

View more >