Occupational Stress Policy

Policy, Organisational Arrangements and Responsibilities

Section 1: Introduction
Section 2: Aims and Objectives of the Policy
Section 3: Organisational Arrangements and Responsibilities
Section 4: Compulsory Training for Senior Managers, Heads of Departments and Sections
Section 5: Training for Individual Members of Staff
Section 6: Sources of Guidance

(i) In accordance with the Health and Safety Policy and the Human Resources Strategy, the University is committed to providing a safe and healthy working and learning environment for employees and students.  The University recognises that health and well-being includes mental as well as physical health.  It is committed to doing all that is reasonably practicable to manage its activities to comply with Section 2 of the Health and Safety At Work etc Act 1974 and duty of care, to prevent and control risk to mental health arising from work activities.

(ii) What is work-related stress?  Work places demands and pressures on everyone.  Appropriate amounts can stimulate and motivate - hopefully overall with beneficial effects.  If demands and pressures are too great, they can induce, in anyone, the harmful or potentially harmful mental and physical feelings and reactions commonly known as stress.  The following are extracts from the Health and Safety Executive’s publication, Stress at Work:  A Guide for Employers (reference HS(G)1160.

This defines work-related stress as "….the reaction people have to excessive pressures or other types of demand placed upon them."

Stress can involve:

Physical effects, such as raised heart rate, increased sweating, headache, dizziness, blurred vision, aching neck and shoulders, skin rashes and a lowering of resistance to infection;  

Behavioural and mental effects including increased anxiety and irritability, a tendency to drink more alcohol and smoke more, difficulty sleeping, poor concentration, an inability to deal calmly with everyday tasks and situations, a reduction in intellectual functioning and an impairment of creativity and problem solving skills.  

"These effects are usually short-lived and cause no lasting harm.  When the pressures recede, there is a quick return to normal.

Stress is not therefore the same as ill health.  However, in some cases, particularly where pressures are intense and continue for some time, the effects of stress can be more sustained and far more damaging, leading to longer-term psychological problems and physical ill health."

(iii) The University accepts that stresses in the workplace can have a detrimental effect upon the mental health of employees.  It also recognises that mental health problems may be influenced by stresses in the life of employees caused by external factors over which the University has no control.

(iv) The University will 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.

(v) This policy and its associated organisational arrangements have been prepared following an extensive review, undertaken by the Occupational Stress Task Group, of issues and literature relating to occupational stress.  It has received the approval of the Health, Safety and Environment Committee, the Human Resources Committee, and the University Council.

The aims of the Occupational Stress Policy are to establish an effective and consistent approach to the prevention of work-related stress throughout the University and to provide supporting services where cases of stress are identified. 

This will be achieved through the following:     

• Ensuring an increase in general awareness of stress, its causes, and methods of prevention and control
• Establishing arrangements for identifying and minimising causes of stress in the workplace
• Providing support for all members of staff in managing personal stress levels
• Prevention or control of stress through the process of risk assessment
• Effective management of stress, including provision of support through confidential referral services
• Sensitive and planned management of return to work, following sickness absence
• Promotion of partnerships between management, individuals and the recognised trade unions, with the aim of eliminating sources of stress

Arrangements and Responsibilities

The organisational arrangements through which this policy is to be effective, and roles and responsibilities of individuals, are set out below.

The effectiveness of the arrangements is dependent upon a constructive partnership being established and maintained between the University, its Heads of Departments and Sections, and individual members of staff.  

3.1 Organisational Responsibilities

The University Council has overall responsibility for the Occupational Stress policy, in particular in ensuring that policies and procedures are prepared to achieve compliance with legislation.

The Health, Safety and Environment Committee is responsible for overseeing the policy and ensuring its effectiveness.

Cases of stress related to harassment and bullying at work are addressed through the Harassment Complaints procedure, as set out in the Equal Opportunities Harassment and Bullying Policy.  This is overseen by the Equality and Diversity Sub-Committee.  

3.2 Management and Executive Responsibility   

The individual roles and responsibilities of officers of the University including Heads of Departments and Sections are as set out in the Twelfth Statement of Health, Safety and Environment Policy (Appendix).

Human Resources is responsible for providing advice and guidance on the implementation of the policy, via the nominated Personnel Advisors for the Faculties and Support Services.  Support with this is provided by Health, Safety and Environment, which includes the University’s Occupational Health Service.  

3.3 Risk Assessment

Heads of Departments and Sections are responsible for implementing suitable and sufficient assessments of risk, which includes the risk to psychological health arising from occupational stress.  Details of the methodology to be adopted appear in the document Management of Stress: Guidance for Management including Heads of Departments/Sections (see Section 6).

Specialist support in implementing risk assessments relating to stress is available from the sources specified in 3.2 above.

3.4 Support available for Members of Staff  

Providers of support include:

• Human Resources
• Counselling Service
• Occupational Health Consultant or Occupational Health Nursing Advisor
• Health, Safety and Environment Section
• Harassment Panel - Confide
• Medical Centre
• Chaplaincy
• Mental Health Development Officer  

The extent of advice and assistance from the above is detailed in the Notes for Guidance 1 - for Managers, and Heads of Department and Section (see Section 6).  Contact and the exchange of information between the above providers will be addressed on an individual basis, whilst respecting the need for confidentiality.  All referrals to Counselling must be voluntary.

3.5 Managing and Implementing the Policy:

Role of Senior Managers, Heads of Department and Sections

(i) Senior Managers and Heads of Department and Sections are responsible for:

• Implementing the Occupational Stress Policy for employees under their managerial control
• Ensuring that, when risk assessments are implemented, they address the hazards relating to occupational stress
• Ensuring that reasonable steps are taken to minimise the potential for exacerbating risks arising from occupational stress, not only by developing good communications but also by fostering an open and supportive environment in which stress can be discussed.

(ii)   Heads should take steps to ensure that other staff in their Departments or Sections, who have management or supervisory roles, understand the nature and causes of stress, how to identify it, and means of prevention or reduction.

(iii)  Senior Managers and Heads of Departments and Sections should act to identify symptoms of stress at an early stage, provide support to staff who are undergoing difficulties and encourage referral to the providers of support listed above, whilst ensuring a sensitive and understanding approach to such cases.  

3.6 Role of Members of Staff

Individual members of staff have a duty to take reasonable care of their own health and safety and that of others likely to be affected by their actions, both legally and under the requirements of the University ’s Health, Safety and Environment Policy.  All staff have a responsibility to co-operate in ensuring that the aims and objectives stated above are achieved.  

A leaflet on stress for members of staff exists to promote the policy and make known the available support (see Section 6).

Individual members of the University are encouraged to support colleagues and, as appropriate, raise with management all cases where colleagues are displaying signs of stress (see advisory leaflets for members of staff, detailed in Section 6 below).

see Staff Development website for Training for Managers. 

see Staff Development website for Training for Staff. 

The following notes of guidance have been prepared to support the effective implementation of this policy. 

1. Occupational Stress: Guidance for Employees
2. Management of Stress: Notes for Guidance 1: for Managers, and Heads of Department and Section
3. Management of Stress: Notes for Guidance 3. Risk Assessment for Managers, and Heads of Department and Section
4. Equal Opportunities: Harassment and Bullying Policy
5. Workload Control Agreement for Academic Staff at Loughborough University - Human Resources

This document takes into account guidance produced by the Universities' Safety Association and Universities' and Colleges' Employers Association, in Dealing with Stress in Higher Education - How to get Started - Management Guidance (June 1999).

Author: Human Resources (MET)