Beruflich Dokumente
Kultur Dokumente
procedure
Version: 2.2
Bodies consulted: Staff Side Chair
Approved by: Governance Manager
Date Approved: 10.7.13
Name of originator/ author: Shilpi Sahai HR Manager & Angela Haselton
Chair Staff Side
Lead Director: Susan Thomas Director of Human
Resources
Date issued: Jul 13
Review date: Jun 18
Is this
policy c
C h e ck urre
the intr nt?
to find ane
the late t
version st
!
1 Introduction ..............................................................................3
2 Purpose .....................................................................................3
3 Scope .........................................................................................3
4 Definitions ................................................................................4
5 Duties and responsibilities .......................................................5
6 Procedures ................................................................................8
7 Training Requirements ........................................................... 11
8 Process for monitoring compliance with this Procedure ......11
9 References .............................................................................. 12
10 Associated documents......................................................... 13
Appendix A : Equality Impact Assessment .................................24
1 Introduction
The Trust is committed to ensuring that its employees are kept safe,
healthy and are not subjected to workplace factors that many have a
detrimental impact on them, ultimately resulting in workplace stress.
2 Purpose
3 Scope
The policy will be applied consistently and fairly to all employees. Non-
one will be treated less favourably on the grounds of their protected
1
Health and Safety at Work Regulations 1999 (Section 9- assessment of risk of stress-related ill
health arising from work activities) and Health and Safety at Work Act ect. (1974)
(section 5-to take measure to control that risk)
4 Definitions
The Trust has adopted the Health and Safety Executive’s definition of
stress:
Stress can cause physical effects such as raised heart rate, increased
sweating, headache, dizziness, blurred vision, aching neck and
shoulders, skin rashes and lowering of resistance to infection.
Stress can also cause behavioural effects such as increased anxiety and
irritability, a tendency to drink alcohol and smoke more, difficulty
sleeping, poor concentration and an inability to deal calmly with
everyday tasks and situations.
These effects are usually short-lived and cause no lasting harm, and
when the stressors recede; there is a quick return to normal.
(http://www.mind.org.uk/assets/0001/6314/Managin_and_supporting_
MH_at_work.pdf)
Chief Executive
The Trust has a contract for Occupational Health (OH) services with the
Royal Free Hospital. The OH service provides expert help and support
on occupational health for staff, including access to occupational
health specialists and the opportunity for referral to offer NHS
specialist service for staff who are referred by their managers or self-
refer.
6 Procedures
Due to the nature of the work of the Trust man of the ‘standard’
workplace stressors are not part of the daily work of the Trust’s clinical
services; for example the Trust works on a named clinician approach to
patient care, so there is not handover between clinical staff, the Trust
does not employ locum clinical staff from agencies, or require staff to
manage other staff patients in the absence of a colleague. In the case
of an absent member of staff the patient will be rebooked for a future
date. The Trust does not run an emergency service and its
appointment times are all fixed, with no over booking.
However the nature of the work does mean that some of the Trust’s
staff especially within the clinical directorates, are exposed to patients
who described difficult and disturbing experiences in the course of
their contact with the Trust, for this reason the Trust is committed to
ensuring that each clinical member of staff receives supervision for
To assist action planning arising from the risk assessment the trust has
developed a check list of possible actions that can be taken to reduce
stress see Appendix B.
6.2 Process for individual employees who wish to seek support for
stress.
7 Training Requirements
The Trust will monitor compliance with this procedure in the following
way:
Managers will be asked to forward completed risk assessments to the
risk management team for collation and reporting to the Corporate
Governance and Risk Work Stream (CGRWS) reporting to the Clinical
Quality Governance and Risk Committee. Copies of these risk
assessments will be provided to HR so they can offer help and support
to reduce work place stressors identified.
The Chair of the CQSG will report to the Health and Safety
Committee on issues arising from this procedure that require
support/ action by the Health and Safety Committee
This strategy has been screened using the Trust’s Equality Impact Tool
and has been found not to discriminate against any group of persons,
The E1IA form is included in Appendix D.
9 References
2
For the current version of Trust procedures, please refer to the intranet.
Introduction
There is no simple way of predicting what will cause harmful levels of stress.
People respond in different ways to pressure and what may be one person’s
exciting challenge may cause a sense of panic in another. A person’s ability
to deal with pressure will be affected by an number of factors, including
their personality, experience and motivation and the support available both
within and outside of the workplace.
Underlying Stressors
Organisation:
Uncertainty caused by major or rapid change
Inflexible and over demanding work schedules
Poor communication and lack of information
Uncertainty about work objectives and unclear job descriptions
Lack of training
Inadequate resources
Work demands:
Demanding workloads
Pressure to meet deadlines
No potential for job satisfaction.
Difficult jobs:
Physical Conditions:
Relationships:
Indicators of Stress
The following are a list of signs which may indicate a stress problem: In
carrying out a risk assessment it is helpful to consider if any of these are
prevalent.
Relationships at work:
Tension an conflict between colleagues
Poor relationship with patients/ relations/ carers/ clients
Increase in disciplinary problems or industrial relations.
Sickness absence:
Increase in overall sickness absence, in particular frequent short
periods of absence.
Introduction
Site
Directorate
Name of assessor
Date of assessment
Risk Rating
(Rate from 1 to 5 for Consequence
consequence and likelihood Risk Score
using the risk matrix)
Likelihood
The field of mental health is one of the most stressful areas of work in the
health service. It has long been recognised that the close contact all staff in
mental health services have with the types of painful personal difficulties
brought by our clients brings a particular enduring psychological stress. The
problem is very significant and the associated costs, both human and
financial are high.
In recognition of the increasing levels of stress and concerns for staff health
and welfare, the Trust’s Staff advice and Consultation Service (SACS) allows
all staff access to counselling services.
This service gives the Trust staff access to high quality counselling or
psychotherapy. This accessible, confidential and professionally accountable
service aims to be a ‘first port of call’ for staff who may seek help with a
wide range of issues that may affect their working and personal lives.
The Consultation
Consultation Staff
Most staff will be able to self-refer, but some staff member may use the
service after a recommendation by others within the Trust, such as a
colleague manager or trade union representative. Such recommendations
need to be made thoughtfully as it is essential that the consultation is
entered into voluntarily.
Staff members interested in accessing the Service can find the list of available
Consultation staff they can contact on the Trust’s intranet in the Human
Resources section, or they can also initially contact Human Resources, their
Clinical Directors, Head of Discipline, and Directorate/Unit Managers. This is
to ensure that staff can access the service through a range of pathways.
Consideration will also be given to the location of the consultation so that
staff members are comfortable.
Accountability
Overall responsibility for the service and day-to-day service delivery will lie
with Susan Thomas, Director of Human Resources. The management and
development of the service is delegated to Dr. Sally Hodge. All responsibility
for issues of professional practice will remain with the professional line
manager of the individual consultant.
Consultation Staff
For an up to date list of Consultation staff members please visit the Trust’s
intranet, or phone, email or send a written request to any of the following:
Heads of Discipline
Clinical Directors
Directorate Managers
Human Resources
YES - Staff
NO
3. If you answered YES in section 2, how have you reached that conclusion?
(Please refer to the information you collected e.g., relevant research and reports,
local monitoring data, results of consultations exercises, demographic data,
professional knowledge and experience)
4. Based on the initial screening process, now rate the level of impact on
equality groups of the Procedure, function or service development:
Low…….
(i.e. minimal risk of having, or does not have negative impact on equality)
Positive impact:
Medium….…..