Mental Health, Stress & Wellbeing Policy Public Sector Equality Duty Equality and diversity are at the heart of the NHS Strategy. Throughout the production of this document, due regard has been given to eliminate discrimination, harassment and victimisation, to advance equality of opportunity, and to foster good relations between people who share a relevant protected characteristic and those who do not share it. This document therefore abides by the Equality Act 2010). Author(s) Carol Berry Version V 1.0 Approval Date 05 October 2016 Approving Body Greenwich Executive Group Review Date June 2019 Policy Category Health & Safety Policy Reference Number 052
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Mental Health, Stress & Wellbeing Policy
Public Sector Equality Duty
Equality and diversity are at the heart of the NHS Strategy. Throughout the
production of this document, due regard has been given to eliminate
discrimination, harassment and victimisation, to advance equality of
opportunity, and to foster good relations between people who share a
relevant protected characteristic and those who do not share it. This
document therefore abides by the Equality Act 2010).
NHS Greenwich CCG is committed to protecting the health, safety and welfare of its employees. We recognise that workplace stress is a health and safety issue and acknowledge the importance of identifying and reducing workplace stressors.
2. Scope
This policy will apply to everyone in the company. Managers are responsible for implementation the CCG is responsible for providing the necessary resources.
3. Definition of stress
The Health and Safety Executive define stress as “the adverse reaction people have to excessive pressure or other types of demand placed on 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.
Stressors Stressors are the causes of stress and can be defined as:
Factors that cause stress;
An event or context that elevates adrenaline and triggers the stress
response because it throws the body out of balance and forces it to
respond.
It is accepted that any job can cause stress and also that it is not just
about overwork. Boredom and monotony can also be stressful.
Some of the most common causes of stress are:
abuse from or dealing with patients, customers or the public
budget reductions, reorganisations and lack of job security;
poor working conditions;
threats of or actual violence, harassment and bullying;
lack of childcare or flexibility to deal with domestic matters;
lack of control over work;
too demanding a job or too high a workload;
monotonous or boring work;
lack of training;
excessive hours and shift work;
working in isolation;
a poor working environment;
dysfunctional working relationships.
Academic research also provides strong links between stress and:
physical symptoms such as heart disease, back pain, headaches,
gastrointestinal disturbances or various minor illnesses; and
psychological effects such as anxiety and depression;
Stress can also lead to other behaviours that are harmful to health, such as skipping meals, drinking too much caffeine, smoking or substance misuse.
4. The Legal Framework The CCG has legal obligations to undertake the management of stress and
in line with the Health and Safety at Work etc. Act 1974 employers must take
all reasonably practicable measures to protect the health, safety and welfare
of employees at work. Additionally, the Management of Health and Safety at
Work Regulations 1999 requires employers to assess health and safety
risks, and to introduce prevention and control measures based on those risk
assessments.
Health & Safety Executive Management Standards In November 2004 the Health and Safety Executive (HSE) introduced
management standards for tackling work-related stress. These standards are
based on research into those aspects of management of work directly linked
to mental ill-health, including factors concerned with the design, organisation
and management of work, and advice on the 6 main areas identified as
having the potential to contribute to workplace stress.
These are: Demands, Control, Support, Relationships, Role and Change, all
of which are addressed in more detail in Appendix A. Whilst the management
standards do not impose a strict statutory duty they would be admissible as
evidence in any civil and/or common law proceedings.
5. Policy The purpose of this policy is to create a working environment where the good mental health and well-being of its employees is paramount and where
colleagues feel valued and protected In doing so:- The CCG will identify all workplace stressors and conduct risk
assessments to minimise stress or control the risks from stress. These risk assessments will be regularly reviewed.
The CCG will consult with Trade Union Safety Representatives on all proposed action relating to the prevention of workplace stress.
The CCG will provide training for all managers and supervisory staff in good management practices.
The CCG will provide confidential counselling for staff affected by stress caused by either work or external factors.
The CCG will provide adequate resources to enable managers to implement the CCG’s agreed stress management plan.
The CCG will work to reduce the number of days lost to stress related sickness absence.
6. Responsibilities Everyone in the CCG has a role to play in ensuring that the right working environment is created. So no matter where you find yourself in the organisation you can and should make a contribution to creating such an
environment.
Governing Body and Senior Management team
ensure that this policy is implemented;
oversee the monitoring of the effectiveness of the policy and of the other measures put in place to eliminate or reduce stress and to generally promote workplace health and safety;
promote health related programmes for employees;
ensure that employees are meaningfully consulted on any changes to work practices or work design that could precipitate stress
ensure employees are meaningfully involved in the risk assessment
process
Line Managers
Conduct and implement recommendations of risks assessments within their jurisdiction.
Ensure good communication between management and staff, particularly where there are organisational and procedural changes.
Ensure staff are fully trained to discharge their duties.
Ensure staff are provided with meaningful developmental opportunities.
Monitor workloads to ensure that people are not overloaded.
Monitor working hours and overtime to ensure that staff are not overworking. Monitor holidays to ensure that staff are taking their full entitlement.
Complete mandatory Stress Management Training for Managers and refresh every 2 years.
Attend training as requested in good management practice and health and safety.
Ensure that bullying and harassment is not tolerated within their jurisdiction.
Be vigilant and offer additional support to a member of staff who is
experiencing stress outside work e.g. bereavement or separation.
Occupational health and safety staff Specialist advice in managing stress may be obtained from the Occupational Health Service, Human Resources or the Health and Safety Manager. These
individuals will, within the parameters of their roles
Provide specialist advice and awareness training on stress:
Train and support managers in implementing stress risk assessments.
Support individuals who have been off sick with stress and advise them and their management on a planned return to work.
Refer to workplace counsellors or specialist agencies as required.
Monitor and review the effectiveness of measures to reduce stress.
Inform the employer and the health and safety committee of any changes and developments in the field of stress at work.
Human resources
Give guidance to managers on the stress policy.
Help monitor the effectiveness of measures to address stress by collating sickness absence statistics.
Advise managers and individuals on training requirements.
Provide continuing support to managers and individuals in a changing environment and encourage referral to occupational workplace counsellors where appropriate.
Employees All employees are encouraged to be aware of their own capabilities and limitations and take personal responsibility for their own well-being, this will
include
Recognising their own training needs and responsibility for well-being
and development within the job;
Raising issues of concern promptly with their line manager,
occupational health or human resources staff so they can be
addressed at an early stage;
Recognising their shared responsibility to identify stress in themselves
and others at an early stage;
Contributing to the organisational risk assessment process e.g. through questionnaires or attending focus groups etc.
Accepting opportunities for counselling when recommended or work in partnership with their line manager or CSU Human Resources to identify other appropriate assistance
Union Safety representatives
Union Safety Representatives must be meaningfully consulted on any changes to work practices or work design that could precipitate stress.
Union Safety Representatives must be able to consult with members on the issue of stress including conducting any workplace surveys.
Union Safety Representatives must be meaningfully involved in the risk assessment process.
Union Safety Representatives should be allowed access to collective and anonymous data from HR.
Union Safety Representatives should be provided with paid time away from normal duties to attend any Trade Union training relating to workplace stress.
Union Safety Representatives should conduct joint inspections of the workplace at least every 3 months to ensure that environmental stressors are properly controlled.
The CCG provides information to enable employees to understand
their role and responsibilities;
The CCG ensures that, as far as possible, the requirements it places
upon employees are clear; and
Systems are in place to enable employees to raise concerns about
any uncertainties or conflicts they have in their role and
responsibilities.
Change
How organisational change (large or small) is managed and
communicated in the CCG.
The standard is that:
Employees indicate that the CCG engages them frequently when
undergoing an organisational change; and
Systems are in place locally to respond to any individual concerns.
What should be happening / states to be achieved:
The organisation provides employees with timely information to
enable them to understand the reasons for proposed changes;
The organisation ensures adequate employee consultation on
changes and provides opportunities for employees to influence
proposals;
Employees are aware of the probable impact of any changes to their
jobs. If necessary, employees are given training to support any
changes in their jobs;
Employees are aware of timetables for changes;
Employees have access to relevant support during changes
9. Review This policy will be reviewed in three years’ time. Earlier review may be required in response to exceptional circumstances, organisational change or relevant changes in legislation or guidance.
Appendix 2 – HSE Management Standards Indicator Tool Instructions: It is recognised that working conditions affect worker well-being. Your responses to the questions below will help us determine our working conditions now, and enable us to monitor future improvements. In order for us to compare the current
situation with past or future situations, it is important that your responses reflect your work in the last six months.
By using evidence and insight to assess and grade our equality performance, NHS Greenwich can generate much of the information we will require to demonstrate compliance with the PSED. The checklist is to enable the policy lead and the relevant committee to see if a particular policy or project will provide the relevant evidence to assist NHS Greenwich CCG meet the set out EDS goals to achieve better outcomes for patients and staff. Please assess your policy, project or service against the following:
The goals and outcomes of EDS2
Description of outcome Yes/
No
Better health outcomes
1.1 Services are commissioned, procured, designed and delivered to meet the health
needs of local communities
1.2 Individual people’s health needs are assessed and met in appropriate and
effective ways
1.3 Transitions from one service to another, for people on care pathways, are made
smoothly with everyone well-informed
1.4 When people use NHS services their safety is prioritised and they are free from
mistakes, mistreatment and abuse
1.5 Screening, vaccination and other health promotion services reach and benefit all
local communities
Improved patient
access and experience
2.1 People, carers and communities can readily access hospital, community health or
primary care services and should not be denied access on unreasonable grounds
2.2 People are informed and supported to be as involved as they wish to be in
decisions about their care
2.3 People report positive experiences of the NHS
2.4 People’s complaints about services are handled respectfully and efficiently
A representative and
supported workforce
3.1 Fair NHS recruitment and selection processes lead to a more representative
workforce at all levels
3.2 The NHS is committed to equal pay for work of equal value and expects
employers to use equal pay audits to help fulfil their legal obligations
3.3 Training and development opportunities are taken up and positively evaluated by
all staff
3.4 When at work, staff are free from abuse, harassment, bullying and violence from
any source
3.5 Flexible working options are available to all staff consistent with the needs of the
service and the way people lead their lives
3.6 Staff report positive experiences of their membership of the workforce
Inclusive leadership 4.1 Boards and senior leaders routinely demonstrate their commitment to promoting
equality within and beyond their organisations
4.2 Papers that come before the Board and other major Committees identify equality-
related impacts including risks, and say how these risks are to be managed
4.3 Middle managers and other line managers support their staff to work in culturally
competent ways within a work environment free from discrimination