Download pdf - Stress Management (Policy & Procedure) - Merseyside · PDF fileStress Management (Policy & Procedure) Publication Scheme Y/N Can be published on Force Website Department of Origin

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

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


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 Force’s activities. This Stress Management Policy document outlines the commitment and the framework for achieving the Chief Constable’s aims. It is essential that all employees are aware of this important document and understand how it affects them.

Jon Murphy Chief Constable


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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.


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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 (ERA’s) 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.


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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.


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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


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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.


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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.


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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 effectively. Useful guidance is contained in the HSE line management behaviour and stress at work guidance.

i) Ensure there is good communication between the management team and staff to explain the rationale behind decisions that affect the working environment. Local Consultative Meetings should be held quarterly involving Staff Association and Trade Union Representatives. This could form part of the local Health & Safety Committee Meeting.

j) Within their respective Area/Department, ensure that there is good communication of the support services provided by the force.

k) Ensure that Resource Managers enforce Working Time Regulations/Area Patrol plans and report breaches to the Command Team.

l) Ensure all managers are aware of the requirement to undertake stress risk assessments when staff have indicated they are suffering with stress. See the Stress Questionnaire and Risk Assessment Guide.

2.5 Line Managers will:

a) Make every effort to identify those suffering from stress and provide appropriate support.

b) Where required to refer anyone identified as suffering with stress to the Occupational Health & Welfare Unit as per the Occupational Health Referral Guide.

c) Conduct risk assessments within their area of responsibility and implement any recommendations made.

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


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e) Where a Stress Focus Group is undertaken to receive the report produced by

the facilitating Health and Safety Officer/Advisor and to produce a suitable action plan in order to reduce, as far as reasonably practicable, the causes of stress identified.

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

g) Undertake Performance Development Reviews to ensure that individuals and teams are fully trained to discharge their duties and to provide meaningful developmental opportunities. The PDR is a good opportunity for line managers to seek feedback from staff and to discuss and address issues relating to stress, using the HSE Management Standards as a prompt for discussion.

h) Monitor workloads to ensure that these are appropriate and that where they are not, appropriate action is taken and/or the matter brought to the attention of senior managers.

i) Monitor working hours and overtime to ensure that staff are not overworking and monitor holidays and rest days to ensure that individuals are taking their full entitlement.

j) Ensure compliance with all of Merseyside Police’s workplace policies, especially ensuring that inappropriate behaviour, bullying and harassment is not tolerated by taking appropriate action.

k) Be vigilant and offer additional support to those that are experiencing stress inside or outside work.

l) As long as the relationship between an individual who is absent with stress and the first line manager is not felt to be a contributing factor then the line manager must carry out home/contact visits with the member of staff within 7 calendar days of the first day of absence, unless advice to the contrary is received from an ERA. During this contact the manager should work with the individual to identify the causes of stress using the Stress Questionnaire and Risk Assessment Guide to record the discussion. This document is based on HSE good practice and should be completed with reference to the HSE Stress Management Standards. Subsequent home contact/visits must take place every 14 days as outlined in the Attendance Management Policy;

m) The line manager must address any outstanding issues or actions documented on the completed Stress Questionnaire. When initially completed and following any subsequent review or update, the stress questionnaire/risk assessment must be placed in an envelope, marked confidential and sent to HR Shared Services, where it will be recorded on origin and placed on the individual’s personal file in a sealed envelope.

n) Conduct return to work interviews following stress related absence. o) Liaise with Occupational Health and Welfare practitioners to identify High-Risk

Roles, which may be vulnerable to traumatic or cumulative stress, review risk assessments of these roles and role holders and liaise with Occupational Health to agree proactive interventions to minimise risk to the individual.

p) Ensure that those exposed to traumatic incidents are debriefed and offered diffusing techniques, e.g. TRiM.

q) Ensure that all staff are aware of the services of the Occupational Health & Welfare Unit and refer staff to confidential counselling service as required.

r) Ensure lone workers are provided with effective supervision and support. s) Encourage a culture where stress is not regarded as a weakness


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t) Achieve the behaviours and competencies in the HSE Line Management Behaviour and Stress at Work Updated Guidance for Line Managers.

u) In partnership with ERAs, OHU and H&S team, provide appropriate support to individuals that have been absent with stress.

v) Consider mediation where the cause of stress is a breakdown in the working relationship – see the Fairness at Work (Grievance) Policy.

2.6 Human Resources Directorate 2.6.1 Employee Relations Advisors will:

a) Provide guidance to managers on the Stress Management Policy. b) Liaise with OHU and Health & Safety to identify stress-related absences and/or

‘hot spots’ and ensure appropriate interventions are put in place for each individual case and to give updates at the Attendance Governance Meeting.

c) Advise line managers in cases of stress related absence in accordance with the Absence Management Policy and Stress Management Policy.

d) Advise line managers on the completion or Return to Work Plans for those that have been absent with stress.

e) Provide advice and guidance to line managers regarding individuals experiencing stress, utilising the confidential services of the Occupational Health & Welfare Unit.

f) Identify stress hot spots from management data including; feedback from specialists within the department, sickness absence data; ill health retirements due to stress; fairness at work cases; exit interviews; PDR’s; Regulation 13 cases; this list is not exhaustive.

2.6.2 HR Shared Services will:

a) Provide initial guidance and support to line managers through the HR Helpdesk on ex 78280 in relation to this policy.

b) Receive any completed stress questionnaire/risk assessment documents, update Origin to record that a Stress Risk Assessment has been completed for the individual concerned, put the assessment in a sealed envelope and place them on the individual’s personal file.

2.6.3 The Health and Safety Officer will:

a) Be responsible for the implementation and review of the Stress Management Policy.

b) Ensure stress is included in the Force Health and Safety Audit and report back on findings to Chief Officers and Local Command Teams for appropriate action.

c) Ensure that stress management is included in all appropriate health and safety training courses.

d) Inform senior management, Staff Associations and Trades Unions and the Strategic Health and Safety Committee of any changes and developments in the field of stress at work.


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e) Provide support and advice, in conjunction with the H&S Advisors, to

Areas/Departments in relation to stress management. f) Report to the Strategic Health and Safety Committee on the level of compliance

with this policy throughout the Force. g) Provide assistance to Safety Representatives in carrying out joint inspections to

ensure that environmental stressors are properly controlled. h) Advise managers on conducting stress risk assessments and rehabilitation

programmes proactively and following stress related absences – adopt a co-ordinated approach with ERA’s and OHU.

2.6.4 People Services Manager & Senior Occupational Health Nurse will:

a) Ensure the availability of Occupational Health & Welfare services to support managers and individuals. Any member of staff absent with a stress related illness will be referred to the HR Business Team by either the line manager or HR Shared Services in accordance with the Attendance Management Policy, who in turn will refer the individual to OHU where required.

b) Work in partnership with ERAs, and the H&S team. c) Provide a confidential staff counselling and advice service for staff affected by

stress caused by either work or external factors, including access to support on financial and debt management or advice and support for bereavement.

d) Provide staff health-screening services. e) Ensure that pre-employment medicals and the Medical History Questionnaire is

completed. f) Provide advice and guidance to managers on individual cases involving work

related stress in accordance with the occupational health professional code of ethics.

g) Inform senior management, Staff Associations, Trades Unions and the Strategic Health and Safety Committee of any changes and developments in the field of stress at work.

h) Liaise with relevant HR specialists where appropriate. i) Ensure that OHU interventions and requirements of the Substance Misuse

Policy are implemented in all appropriate cases. j) Ensure all managers are aware of the services of the Occupational Health &

Welfare Unit. k) Report to the Health and Safety Committee on the level of compliance with this

policy throughout the Force. l) Arrange regular Support Sessions for Staff in Specialist (High Risk) Roles.


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3. Trade Unions and Staff Associations 3.1 These groups are in place to:

a) Offer support to members and signpost to organisational and member services for managing stress and wellbeing; and

b) Participate as members of various groups including the Joint Negotiating and Consultation Committee, Strategic Health and Safety Committee and local Health and Safety Committees to provide feedback to management on the management of stress and wellbeing within Merseyside Police.

3.2 Support Networks

Offer support to members and signpost to organisational services for managing stress. Support Networks also provide valuable feedback to inform organisational decision-making.

4. Governance Structure 4.1 Governance of this policy will be through the Strategic Health and Safety Committee.

4.2 The Strategic Health and Safety Committee will:

Oversee the monitoring of the effectiveness of this policy and other measures to reduce stress and promote workplace health and safety, reporting as necessary to the Chief Officers’ Group and will: a) Be chaired by ACC Personnel and will include representatives from

management, Trade Unions and Staff Associations. b) Govern this policy and oversee the Force’s position in respect of our compliance

to statutory requirements and changes in legislation. c) Consult with the groups they represent and raise issues as appropriate. d) Make recommendations to improve wellbeing across the Force. e) Make recommendations in relation to approval of spending to improve wellbeing. f) Consider action being taken to manage identified hot spots and make

recommendations for further action if required.

5. High Risk Roles 5.1 Some aspects of policing duties are inherently stressful, including roles undertaken

by police staff, which may cause a cumulative or traumatic adverse reaction due to the pressure or demands caused by these duties. Merseyside Police will take all reasonably practicable steps to manage these situations.


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5.2 The People Services Manager/Senior Occupational Health Nurse will arrange

regular support sessions for staff in specialist (High Risk) roles, including the TRiM process. These roles have been identified in consultation with Trade Unions and Staff Associations and are subject to regular review.

6. Where to get help if you are experiencing stress

6.1 Stress can affect anyone at any time. Particular events or a series of events over a protracted period may trigger a stress reaction. Working in the police service has its own unique characteristics and risks. This policy outlines a number of controls to help individuals to manage this challenging and dynamic situation. If you are feeling stressed there are a number of people or groups who can help. The following list is meant to act as a starting point and is by no means exhaustive:

• Your GP

• OHU/Welfare

• Health & Safety Officer/team

• Line Manager

• Colleagues

• Mediation where the cause of stress is a breakdown in the working relationship. – See the Fairness at Work (Grievance) Policy

• Family members or friends

• Trades Union or Staff Association

• Support Network (Disability Support Network (DSN) /Merseyside Association of Women in Policing) / Black Police Association (BPA) / Gay and Lesbian Support Network (GLSN) / Riverforce / Part Time Support Network / Force Chaplaincy Service.

6.2 Other support is available on the Force Intranet and also on the Internet. The following links may be a useful source of help and support:

Managing Pressure and Stress - Intranet www.isma.org.uk http://www.depressionalliance.org www.mind.org.uk www.hse.gov.uk