tackling work-related stress
DESCRIPTION
Health and Safety Executive. Tackling work-related stress. Helen McGill Work-related stress team HSE. Visit the Management Standards website at: www.hse.gov.uk/stress/standards. Dan’s story: feeling the pressure. Difference between pressure and stress - PowerPoint PPT PresentationTRANSCRIPT
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Tackling work-related stress
Helen McGill
Work-related stress team
HSE.
Visit the Management Standards website at: www.hse.gov.uk/stress/standards
Health and Safety Executive
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Dan’s story: feeling the pressure
• Difference between pressure and stress
• Changes to management and protocol led to excessive pressure=stress
• It is important to understand what stress is and what causes it
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Dan’s story
http://www.hse.gov.uk/stress/video/danstory1.htm
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The truth about work-related stress
• No one definition but plenty of Google entries!
• HSE defines work-related stress as:
“…the adverse reaction people have to excessive pressure or other types of demand placed on them.”
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Stress at work cannot be ignored
• Last year, around 415 000 people in Britain believed that they were experiencing work-related stress at a level that was making them ill
• Nearly 10 million working days lost in Britain
• Employees will be less productive if they come to work feeling stressed
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What does it mean for business?
• Increased sick absence
• One case can lead to an average of 30 days off work
• Poor productivity
• Staff not working to their full potential
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What the law says
• Legal duties under two pieces of legislation:
- The Health and Safety at Work etc Act 1974
– Management of Health and Safety at Work Regulations 1999
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Management Standards
The Standards are designed to:
• Help simplify risk assessment for stress
• Encourage partnership working
• Allow benchmarking against other organisations
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HSE approach
• Encouraging organisations to take action
• No prosecutions but Improvement Notices
• HSE does not expect removal of all pressure from the workplace!
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LA enforcement activity
• Most activity has concentrated on the financial sector
• Examples of effective Local Authority inspection activity in the City:
Tower Hamlets
City of London
Westminster city council
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Let’s revisit Dan
http://www.hse.gov.uk/stress/video/danstory2.htm
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Dan’s story
• What went wrong?
No action taken by Dan’s manager
Manager did not know what signs and symptoms to look out for
He assumed Dan would approach him without encouragement
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Dan’s story
• What went right
Manager understood more about Dan and his role
Dan knows he can talk to his manager about any issues
Addressed workload/other causes of stress
Involving staff in actions
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Management Competencies
• When Dan’s manager took appropriate action, he displayed competencies that are effective in identifying and tackling in his staff:
RESPECTFUL AND RESPONSIBLE: MANAGING EMOTIONS AND HAVING INTEGRITY
MANAGING AND COMMUNICATING EXISTING AND FUTURE WORK
MANAGING THE INDIVIDUAL WITHIN THE TEAM
REASONING/MANAGING DIFFICULT SITUATIONS
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The role of the line manager
• Line managers – the first line of defence
• Investment is need to give managers the skills they need
• Line manager competency tool – HSE website
www.hse.gov.uk/stress/mcit.htm
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Work-related stress website
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What works?
• The Blackpool Way
• Oxfordshire County Council work with schools
• See HSE website for new case studies
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A year on: HSE strategy
• HSE’s new strategy for the health and safety of Great Britain
• Reinforces the principles of the Health and Safety at Work Act 1974
• Key themes include: the need for strong leadership, building competence, involving the workforce
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What next?
• Stress remains a big problem
• Line manager competency – the first line of defence
• Management Standards – tell us about your experiences
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For more information…
• Visit HSE’s stress at work website
www.hse.gov.uk/stress
• Contact the Stress Team
• Helen McGill – 0151 951 3627