Section 1: Introduction

Section 2: Understanding and Recognising Stress

Section 3: Prevention

3.1     Key factors in providing a supportive work environment

3.2     Some common risk factors for stress

Section 4: A checklist for Preventing Stress

4.1     Communication

4.2     Work design

4.3     Health, safety and welfare

Section 5: A checklist of Actions to support employees who feel stressed

Section 6: Summary of Support available.

Loughborough University is committed to providing a safe and healthy working and learning environment for employees and students, which must reflect the importance of mental as well as physical health.  It will also ensure that an understanding of the hazards of work-related stress and a commitment to its prevention through effective and sensitive management is an integral part of its organisational style and culture. 

For these reasons, the University has implemented an Occupational Stress Policy.  A paper copy of this policy is available from Human Resources. It is essential that these guidance notes are read in conjunction with the Policy.

The definition of stress used in the Loughborough University Occupational Stress Policy is taken from the Health and Safety Executive publication “Stress at Work:  A Guide for Employers”.  This defines stress as “the reaction people have to excessive pressures or other types of demand placed on them”.

Work places demands and pressures on everyone.  Appropriate amounts can stimulate and motivate - hopefully overall with beneficial effects.  However, it is important to be able to recognise the point at which pressure becomes too much and develops into stress.  

Managers at all levels have a key role in managing stress within the university.  The information in this document is aimed at helping them to

• Recognise if stress is a problem with their area of responsibility.*
• Identify the ways in which they may be responsible for increasing the stress levels of those they work with.
• Identify ways of reducing stress in the department.*
• Support individual employees who are under particular pressure.  

*   these issues should form part of your “risk assessment” as line manager.  Further details on how to carry out a stress risk assessment can be found in Guidance Note No.3.

When the body perceives a threat, it goes into a state of high alert, the so-called "fight and flight" response.  The resultant release of adrenalin and other substances in the blood are invaluable if, for example, we have to flight an attacker or run from danger.  Repeated triggering of this response can lead to the body being constantly in a state of alert, without the release of energy which follows a physical threat.  This can result in a variety of symptoms e.g.; 

physical  Tenseness, panic attacks, tiredness, shoulder and back ache, appetite disturbance, light headedness, high blood pressure, tingling in arms and legs, insomnia, indigestion, headaches, lower resistance to infection, rashes, dizziness.  

emotional  Anxiety, despair, depression, frustration, irritability, moodiness, anger, desire to cry, withdrawal, loss of interest and pleasure in life, rapid mood swings.

mental  Impaired perception, lowered concentration, circular thinking, reduced problem-solving skills, judgement, indecisiveness, reduced creativity, inaccuracy, less motivation.  

In our western culture, we often increase our use of caffeine, nicotine, alcohol or drugs when we are stressed.  All of these are likely to make the problems worse as they stimulate the production of more adrenalin which increase the ‘fight or flight’ response.  

Stress occurs when the individual perceives a threat.  Remember that individuals vary in their “threshold”, ie. the point at which they perceive a situation as a threat.  The threat may arise from work, home, or both but the outcome will be the same.

If one or more individuals in a department feels under stress, working relationships may be difficult.  Other indicators within a department may include the following:  

• Reductions in quality, quantity and promptness of work output
• Excessive attendance, such as working long hours and at weekends
• Erratic attendance
• Poor timekeeping
• Increase in accidents or dangerous occurrences
• Increase in sickness absence
• Employees coming in to work when sick  

Further information on how stress affects the body, and how to manage it within yourself can be found in the document Guidance Note No. 2, Information for Employees.

3.1    Key Factors in Providing a Supportive Work Environment

• Fostering a culture of respect  and good relationships between employees
• Encouraging active involvement in decision making and a team approach
• Dealing with employees in a sensitive and caring fashion
• Adopting an active problem-solving approach, rather than blame, whenever problems are identified
• Regular monitoring of employees satisfaction and well-being
• Ensuring employees know to whom they can talk about problems  

3.2    Common Risk Factors for Stress may include:  

• Workload inappropriate to the capacities of the individual (too much, too little)
• Working long or unsocial hours
• Conflicts with work colleagues or management
• A climate of blame
• Harassment and bullying – including sarcasm and put-downs
• Lack of recognition of the individual's contribution to work
• Uncertainty and lack of career opportunities
• Lack of communication, particularly at times of change

4.1    Communication

1. Do you have clear regular two-way communication with your employees?  Are there formal meetings?
2. Do you have informal discussions?  This can be very helpful.
3. Do you recognise and praise individual or group achievements, hard work and effort?
4. Do you provide opportunities for employees to discuss their concerns?  Do you listen sympathetically to their concerns and take action as appropriate?  Do you explain fully if it is not possible to take action?
5. Do you give – and ask for – supportive, constructive feedback which focuses on the task?
6. Do you, where possible, encourage negotiation (win-win) as opposed to debate (win-lose) where there are conflicts to be resolved?
7. Do you tackle relationship problems, identify issues and agree the steps to try and resolve the matter?
8. Do you communicate and discuss team objectives, mission and values?
9. Do you prepare employees for proposed changes in staffing, work tasks and responsibilities?
10. Do you think through the impact your actions and decisions have on the employees for whom you have responsibility?  And other departments affected?
11. Do you have time for individual employees?
12. Do you encourage all of the above for those in your departments who also have supervisory or management responsibilities?
13. Do you give recognition and encouragement for good communications and team skills?
14. Do you make special arrangements where necessary for employees who have communication difficulties e.g. owing to sensory impairment, learning disability, or English not being the first language?

 

4.2     Work Design

1. Have you done a risk assessment for your department/sector?  See separate guidelines on risk assessment (Note of Guidance No 3).
2. Do you have clear roles and responsibilities for your employees which they understand?
3. Do you review common risk factors as described earlier, including workload, deadlines, staffing levels, training needs?
4. Do you allow flexible work schedules when this is practicable?
5. Do you, where possible, ensure employees have some control of their work tasks and the variety of work?
6. Do you ensure that requests and instructions to employees are clear and not conflicting?  

 

4.3    Health, Safety and Welfare  

1. Do you visit the employees you manage in the workplace?
2. Do you know how long such employees work?
3. Do you encourage these employees to have a healthy work/life balance?
4. Do you encourage these employees to take their lunch break away from the place of work?
5. Do you encourage employees to take their full entitlement of holidays each year?
6. Do you provide as good a working environment as possible with the appropriate equipment to do the work efficiently?
7. Do you consult with employees over work space layout to ensure an optimum balance for communication/contact with others plus private/quiet space, where possible?
8. Do you encourage employees to make use of all the Loughborough University facilities for fitness, sport recreation, health awareness, personal development, training etc?

Do you:-

1. Treat stressed employees in the same way as those with a physical health problem i.e. with sympathy and respect?
2. Discuss the issue with the individual and demonstrate that you are concerned about their health?
3. Ask if there is anything you can do to help?
4. Consider any simple modifications to work?
5. Discuss with a stressed employee whether appointing a  colleague as a mentor would be supportive?
6. Advise the individual about sources of help such as staff counselling?  See the resources listed in the next section.
7. Explore training and development programmes if appropriate?
8. If work is affected, discuss the problem with Human Resources who may refer the individual to Occupational Health?
9. Actively follow up an individual with stress problems in a way that demonstrates your wish to support them?
10. Where employees have been off sick with stress, review and if necessary modify their work tasks and responsibilities?  After long-term sickness a graduated return to work may be appropriate. Human can advise.  

It is important that employees feel able to be open to their managers about stress and that this will not be seen as a character defect to be held against them.  (Openness is productive because it allows problems to be resolved.)  Stress is a product of circumstances and not character defects.  

Human Resources

To assist with related issues, including stress-related sickness absences.

Mary Thomas, General Policy Issues and Specialist Advice.  Also HR Adviser for Faculty of Engineering, tel: 01509 222166, e.mail:  M.E.Thomas@lboro.ac.uk.

Joanne Arno, HR Adviser for Faculty of Social Sciences and Humanities, tel:  01509 223608, e.mail:  J.M.Arno@lboro.ac.uk.

Anne Lamb, HR Adviser for Faculty of Science, and Estates, tel:  01509 222168, e.mail: A.E.P.Lamb@lboro.ac.uk

Ruth McHugh, HR Adviser for Division of Information Services and Systems and for Support Services, tel:  01509 228022, e.mail:  R.McHugh@lboro.ac.uk. 

Ellie Casey imago Services, tel: 01509 222072, e.mail: E.J.Casey@lboro.ac.uk .  

Counselling Service

Staff Counselling – a free, confidential service available to every University employee.  Self-referral is welcome.  Please note that the Loughborough University Staff Counselling Service operates a professional Code of Confidentiality in accordance with the British Association for Counselling and Psychotherapy Code of Ethics and Practice.  This means that information cannot be given to managers unless the client requests this.

e.mail: ucs@lboro.ac.uk  

Occupational Health

To assist with risk assessment, and liaise with Human Resources, on Occupational Stress cases.

Wendy Jones, Occupational Health Advisor, tel:  01509 222851, e.mail:  W.Jones@lboro.ac.uk

Health, Safety and Environment Section

To receive reports of cases of Occupational Stress on the standard University Accident Form, co-ordinate statistics, liaise with HSE.

Catherine Moore, Health, Safety and Environment Manager, tel: 01509 222181, e.mail:  C.M.Moore@lboro.ac.uk

Input to these notes for guidance for managers has come from several departments of Loughborough University, and the following sources:

• “Dealing with Stress in Higher Education” (1999), the Universities and Colleges Employers Association and the University Safety Association.
• Mental Health Promotion and People at Work”,  Health Education Authority 1999.
• University of Exeter “Stress Checklist for Managers”, Occupational Health Service.
• “The Health Promoting University as a Framework for Promoting Positive Mental Health Well-being:  A Discourse on Theory and Practice”,  Mark Dooris, International Journal of Mental Health Promotion, Volume 1, Issue 4, October 1999.
• Sheffield University Advisory Booklet on Managing Stress.

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Further copies of these Notes for Guidance for Employees may be obtained from Human Resources, tel: 01509 222169 or email  hr@lboro.ac.uk.  Alternatively, contact the HR Adviser for your area of the University (see above).

Author: Human Resources (MET)