Work-related stress Unite Guide to Work-related Stress August 2012

Published by Len McCluskey, General Secretary

Unite House 128 Theobald’s Road Holborn WC1X 8TN Tel: 020 7611 2500 www.unitetheunion.org

This guide book is downloadable in PDF format from www.unitetheunion.org/healthandsafety e-mail [email protected] CONTENTS

Introduction 5

Definition 6

The symptoms of stress 6

Causes and consequences of stress 7

Stress and the Law 8

Tackling the problem – 10 The HSE Management Standards for Work-related Stress

The Practicalities – 14 What you and your employer need to do

The Process – 15 Risk Assessment

Rehabilitation and support for stressed workers 18

Check list for Safety representatives 18

Other Information 19

3 INTRODUCTION

In the UK today about a third of all new as an individual problem, in spite of the instances of work-related ill health can be fact that stress affects everyone to a attributed to stress. According to the HSE, greater, or lesser, extent. over 10 million working days are lost each year. On average each person suffering Employers will often use the excuse that from this condition takes 27 days off work. stress is an individual problem that is In successive TUC surveys since 1996, by caused by factors outside of work, normal far the most common problem for safety day-to-day pressures, domestic and family reps to deal with is overwork or stress. problems, difficulties with transport, health, noisy neighbours etc. Stress can cause misery, both at work and at home for the individuals affected. But it Work is still one of the main causes of can also affect the whole workplace. Low stress and can intensify problems which morale and productivity, increased levels of result from stress caused by personal absenteeism, high staff turnover, lack of factors. innovation and poor safety performance Unite safety reps have a major part to play are a few of the ‘workplace’ symptoms in ensuring that the employer takes their that stress can give rise to. responsibilities to tackle work-related stress Stress affects people in different ways. A seriously. Dealing with stress highlights the level of pressure which one person might fact that health and safety is not divorced find stimulating may cause a serious from the rest of a union’s industrial problem to another. What is of concern are activity. Unions and employers working not so much the particular reactions a together to invest in health and safety can person may have to a cause of stress, but result in a vast improvement in other rather the extent of that reaction, and aspects of industrial relations and a whether or not the person concerned can working environment in which stress is cope with it. As a result of the differences managed properly. in individuals’ reactions, stress is often seen

DEFINITION

The Health & Safety Executive (HSE) our perceptions to produce good results defines stress as ‘the adverse reaction in the workplace, and the destructive people have to excessive pressures or other nature of stress where lives are dominated types of demands placed on them’ by sleepless nights, anxiety, dread, depression and physical ill health, reactions to demands A distinction is made between the level of and unacceptable pressures that an pressure that is an acceptable challenge individual perceives they cannot cope with. which speeds our reactions and sharpens

4 THE SYMPTOMS OF STRESS

Symptoms of stress are evident from These lists are not definitive and because a physical, mental or behavioural changes. symptom does not appear on them it does Effects of work- related stress on the body not mean that the particular illness is NOT can be divided into two categories. caused by stress. On the other hand, many of the symptoms shown are indicative of Short term problems other than stress. Some might be Anxiety, boredom problems for which medical attention Headaches, fatigue should be sought as soon as possible, Indigestion, heartburn others might be problems caused by the Dry mouth, lump in throat physical properties of the work environment, Irritability, depression e.g. photocopier fumes etc. Muscular tension, pain, difficulty sleeping Dry skin and rashes Once the symptom(s) has made itself apparent, it can then be treated but this is Long term not the end of the story. If the symptom Neurosis only is treated and nothing is done about Insomnia the underlying causes the problem will not Hypertension and chest pains go away, it will just be hidden from view, Cough and asthma possibly to reappear in another form at a Gastrointestinal disorders, ulcers later date. Impotence in men and menstrual disorders in women

5 CAUSES AND CONSEQUENCES OF STRESS

Causes prolonged conflict between individuals, In order to reduce stress at work it is customer/clients complaints, impersonal necessary to find the causes of the treatment of work, lack of communication problems. Listed below are some of the and listening skills within organisation, more common known causes of stress. no recognition or reward for good job performance, lean production, total quality Poor work practices management systems. Lack of control or influence over demands placed upon individuals, low pay, shift Poor working environment work, Long hours culture, job security, Noise, heat, cold, poor lighting, poor venti - unsociable hours, lack of promotion lation, badly designed layout of workplace opportunities, rigid supervision, lack of and equipment, unpleasant and hazardous clear job description, performance related working conditions, overcrowding. pay, inadequate time to complete tasks. Poor job design Lack of social support and poor Technology controlling pace of work, too management techniques much or too little work, repetitive work, Bad relationships with supervisors/ boredom, lack of job satisfaction, working colleagues, harassment and discrimination, alone.

CONSEQUENCES

While stress itself is not an illness, if an to society is around £3.7 billion per year individual is exposed to it for any length of (based on1995/96 prices). time, it can lead to mental and/or physical Even where problems outside of work may ill health, and may be recognised by one or be the cause of stress, employers still any combination of different symptoms. need to ensure that the workplace does There can often be an increase of unhealthy not make the situation worse. It is in the behaviours excessive drinking, heavy employer’s interest to be sympathetic as smoking and poor diet. the employee may be more vulnerable to Workplace stress is a serious issue that workplace stress, and may have difficulty in affects business productivity and carrying out their role. performance as well as the health and well If stress is successfully tackled in the being of the individual. workplace the organisation can enjoy a The HSE estimate that stress related sick healthier workforce, lower absence due to leave cost industry £7.1 million every sickness, improved performance and week, without taking into account the service, lower accident rates and better hidden cost of lost production, social and internal and external relationships. medical support. Overall the estimated cost 6 STRESS AND THE LAW

Trade Unions have been campaigning for Safety representatives and Safety specific legislation to make risk assessment Committees Regulations 1977 (SRSCR for stress a legal duty on employers but to 1977) date that has not happened. However the This set of regulations along with the HSE agrees with the TUC and Unite that Management of Health & Safety at Work work-related stress should be treated as any Regs 1999 give safety representatives’ other workplace hazard. It also emphasises strong legal rights. that it is subject to risk assessment as All employers must consult any such safety required by the Management of Health and reps to make and maintain arrangements so Safety Regulations 1999. To assist with this that employees can co-operate effectively to process, HSE has developed Management promote health and safety measures in the Standards to assist in carrying out this duty. workplace and check the effectiveness of (Covered in next chapter) those measures. A number of laws and regulations may Safety reps are entitled to; apply when dealing with the many causes and outcomes of work-related stress, • Investigate potential hazards and dangerous occurrences and examine the Health and Safety at Work Act 1974 causes of accidents at the workplace. Section 2 of the Act places a general duty upon all employers to ensure, so far as is • Carry out inspections as part of an reasonably practicable, the health, safety active approach to identifying and and welfare at work of all employees. preventing potential danger and harm in the workplace. The Management of Health and Safety at Work Regulations 1999 • Consultation with members ( there are Section 3 of the regulation places a duty on also rights to facilities, a private room to all employers to make (and record if they talk to members, internal and external have more than 5 employees) a suitable mail and telephone systems) and sufficient assessment of the risks to the health and safety of their employees, to • Consult with management in good which they are exposed at work. Employers time, well in advance of changes taking must ensure that there are proper control place. measures in place to avoid these risks wher - • Request information about any changes ever possible. Where it is not possible to planned which may affect the future avoid risk, steps must be taken to reduce health and safety of those represented. them so far, as is reasonably practicable. • Information and knowledge over and above employees generally where it is necessary to allow them to play an informed part in health and safety issues in the workplace; anonymous stress surveys, consultants reports, sickness records. 7 The Working Time Regulations 1998 • a right for night workers to receive free and The Working Time health assessments (Amendment) Regulations 2003 • a right to 11 hours rest a day Long hours and shift work can be clearly linked to stress. The Working Time Regs • a right to a day off each week draws attention to entitlement of: • a right to an in-work rest break if the • a limit of an average of 48 hours a week working day is longer that six hours which a worker can be required to • a right to 4 weeks paid leave per year work (though workers can choose to work more if they want to) • a limit of an average of eight hours work in 24 which night workers can be required to work

EQUALITY ACT 2010

The Act makes it unlawful to discriminate could be held vicariously liable for the against disabled people in employment, actions of a harassing, bullying employee, and their access to goods, services, even where they were not aware of the transport and education. behaviours. Under the religion or belief and age legislation, discriminatory Where there is a sexual, sexual orientation behaviour is illegal and employer liabilities or racial element to any unacceptable can be tested in an Employment Tribunal. behaviour causing stress, the employer

DIGNITY AT WORK

The Dignity at Work Partnership is a project unacceptable behaviour. It consists of case set up by (now part of Unite), to studies, templates, checklists and examples raise awareness of bullying and harassment of good practice; providing you with some and the damaging effect they have on of the latest thinking on how to encourage employees and organisational development. a more positive approach to workplace relationships and to promoting dignity at An action pack has been produced to work. provide information, advice and solutions to dealing with workforce bullying and If you would like a copy of the ‘Dignity at Work harassment, and other forms of Action Pack’ contact your Regional Office. 8 TACKLING THE PROBLEM

The Health and Safety Executive absence of specific legislation, the HSE’s Management Standards for Stress Management Standards are the most Work-related stress effective way of dealing with stress. However it is important that unions are involved in The Management Standards and accompa - the introduction of the standards at every nying guidance have been designed to stage. If employers simply try to introduce assist employers in identifying causes of them without proper consultation they are stress in the workplace and develop and unlikely to be effective. implement solutions to minimise the effects on workers. Unite has welcomed The Standards aim to simplify the risk this development as it gives real support to assessment process and at the same time employers wishing to tackle stress at work. provide a yardstick by which organisations The standards also give health and safety can gauge their performance in tackling enforcement officers a means of assessing the key causes of stress. whether an employer is failing to manage stress. In each of the Standards the ‘what should be happening/states to be achieved’ Unite wants the standards to be used to sections defines a desirable set of conditions enforce the Management of Health and for organisations to work towards. Safety Regulations 1999 when employers fail to manage stress at work despite the The six HSE Management Standards are: assistance and advice given in the standards (taken from HSE Managing the causes of by the HSE. Unite believes that, in the work-related stress)

DEMANDS

Includes issues like workload, work patterns, • people’s skills and abilities are matched and the environment. to the job demands; The standard is that: • jobs are designed to be within the capabilities of employees; and • employees indicate that they are able to cope with the demands of their jobs; • employees’ concerns about their work and environment are addressed. • systems are in place locally to respond to any individual concerns. What should be happening/States to be achieved: • the organisation provides employees with adequate and achievable demands in relation to the agreed hours of work; 9 CONTROL

How much say a person has in the way • employees are encouraged to use their they do their work. skills and initiative to do their work; • where possible employees are The Standard is that: encouraged to develop new skills to • employees indicate that they are able to help them undertake new and have a say about the way they do their challenging pieces of work; work; and • the organisation encourages employees • systems are in place locally to respond to develop their skills; to any individual concerns. • employees have a say over when breaks can be taken; What should be happening/States to • employees are consulted over their work be achieved: patterns. • where possible, employees have control over their pace of work;

SUPPORT

Includes the encouragement, sponsorship • systems are in place to enable and and resources provided by the organisation, encourage managers to support their line management and colleagues. staff; The Standard is that: • systems are in place to enable and encourage employees to support their • employees indicate that they receive colleagues; adequate information and support from their colleagues and superiors; and • employees know what support is available and how to and when to • systems are in place locally to respond access it; to any individual concerns. • employees know how to access the What should be happening/States to required resources to do their job; and be achieved: • employees receive regular and • the organisation has policies and proce - constructive feedback. dures to adequately support employees;

10 RELATIONSHIPS

Includes promoting positive working to • employees share information relevant to avoid conflict and dealing with their work; unacceptable behaviour. • the organisation has agreed policies and The Standard is that: procedures to prevent or resolve unacceptable behaviour; • employees indicate that they are not subjected to unacceptable behaviours, • systems are in place to enable and e.g. bullying at work; and encourage managers to deal with unacceptable behaviour, and • systems are in place locally to respond to any individual concerns. • systems are in place to enable and encourage employees to report What should be happening/States to unacceptable behaviour. be achieved: • the organisation promotes behaviours at work to avoid conflict and ensure fairness;

ROLE

Whether people understand their role • the organisation provides information to within the organisation and whether the enable employees to understand their organisation ensures that the person does role and responsibilities; not have conflicting roles. • the organisation ensures that, as far as The Standard is that: possible, the requirements it places upon employees are clear; and • employees indicate that they understand their role and responsibilities; and • systems are in place to enable employees to raise concerns about any • systems are in place locally to respond uncertainties or conflicts they have in to any individual concerns. their role and responsibilities. What should be happening/States to be achieved: • the organisation ensures that, as far as possible the different requirements it places upon employees are compatible;

11 CHANGE

How organisational change (large or small) • the organisation ensures adequate is managed and communicated employee consultation on changes and in the organisation provides opportunities for employees to influence proposals; The Standard is that: • employees are aware of the probable • employees indicate that the impact of any changes to their jobs, organisation engages them frequently If necessary, employees are given when undergoing an organisational training to support any changes in their change; and jobs; • systems are in place locally to respond • employees are aware of timetables for to any individual concerns. changes; and What should be happening/States to • employees have access to relevant be achieved: support during changes. • the organisation provides employees with timely information to enable them to understand the reasons for proposed changes;

THE PRACTICALITIES What your employer and you need to do

The first step for an organisation something that can be done overnight and implementing the standards is to set up a it will involve both management and safety group to oversee the stress risk assessment reps in a long process. That means that process. This can be the existing safety Unite safety reps must ensure they are committee or a group set up specifically for given sufficient time off to deal with the this purpose. There should be union additional demands. involvement, but it is also important that both HR and Occupational Health specialists Management must also realise that simply are on the group. The group will be using the standards to produce reports responsible for introducing and will achieve nothing. The process should implementing the standards. lead to proposals for change that must be implemented. These can include some It is important that the group has realistic quite uncomfortable options in some timescales and that the organisation is cases, such as tackling long hour’s culture committed to providing the resources or increasing staffing levels. That is why it necessary to implement the findings of the is crucial to get commitment from the top. risk assessment. Tackling stress is not There is no point in starting the process if 12 half way through management backs out Using the HSE questionnaire will allow because they are not prepared to fund the organisations to measure how they are changes needed. That will just feed the currently performing against the standards. frustration of your members. Data from the questionnaire can be fed into an analysis tool which is also available Unite would also recommend that all on the HSE website. The analysis tool members of the group receive full training can be used to indicate possible hot spots on the standards right from the start, and prioritise areas for action. It also although at some stage all managers and sets interim targets for the organisation to safety reps will need training. A good aim towards. The questionnaire can be communication strategy is crucial, as the repeated following the implementation of workforce must feel both informed and practical controls and to involved at every stage. achieving the standards can be measured. Often the impetus to tackle work-related Safety rep can also do their own surveys stress will come from the unions, but locally to find out the levels of stress and the first step is to gather information on the causes. Unite and the TUC have the current state of the organisation. The produced a simple ‘Stress MOT’ that safety employer is advised to carry out an audit or reps can use to find out if there is likely to a survey to establish a picture of what be a major problem, which can be is happening and to give an overall view of downloaded from www.unitetheunion.org the workplace. An indicator tool/question - naire tapping into the six Management Standard areas can be found on the HSE’s website at www.hse.go.uk/stress. This will give an idea of priority areas that may need further discussion.

THE PROCESS Risk Assessment

The next step is the Risk Assessment The approach to risk assessment is the process. Risk assessment is designed to same for stress as for other risks. It needs help prevent people being harmed at to focus on the causes, not just the effects. work, physically or psychologically. If work But there are different methods that can causes stress, then all the risks – not just be used. It is important to get the starting the psychological risks – must be assessed. point right. The HSE recommends using Sometimes this will take you out of the five steps to Risk Assessment that are straightforward health and safety issues. used for other risks. The Stress Managment You may have to deal with employment Standards have been designed to follow rights and welfare issues such as job the five steps to risk assessment process. description or parental leave or care for a Your employer is responsible for carrying dependant. this out, although they should consult you at each stage. 13 The five steps (along with some exam - Step 3. Evaluate the risks ples) are: What preventative measures are in place? Step 1. Look for the hazards – what – Preventative measures are summed up in could cause harm and how? the standards. For instance members have The employer can use the survey results some control over their working life or and can also carry out an inspection of the their support includes appropriate training workplace to check for physical sources of where necessary on a regular basis. stress. For example, under Demands they could check to ensure the proper design What else needs to be done? – Is and installation of machinery to avoid the information flow sufficient and muscular-skeletal problems or RSI. Check appropriate? For instance are employees on noise levels and vibrations. Even noise involved, as well as informed of Change in levels that do not cause damage to hearing the organisation? Does the organisation can have a negative effect on the heart have access to personnel or occupational and circulatory systems. They can look for health advice? Many organisations, toxic chemicals or biological hazards that especially small businesses, may not need can have an increased risk for stressed such advice in the short-term on a full time workers because of the body’s reduced basis but as a safety rep you could ability to fight off infection. Also they discuss the need for such advice with should check on environment issues such management and the possible ways this as temperature and ventilation and on could be provided, including ensuring a lighting conditions. Working in poorly lit close working relationship with the HSE. rooms without any natural light can be very demanding and sometimes painful on What are the priorities? – The survey the eyes causing stress – including should have given the employer an idea of headaches etc. Provision and maintenance where the gaps are in the organisations of toilets and staff rooms are an indication approach to the standards. of management’s regard/respect for staff Step 4. Record the main findings (and or staff’s opinion of the workplace. implement them) Step 2. Identify people at risk who By now the organisation should have a could be harmed, and how? story to tell which is packed with informa - Is anyone particularly vulnerable? tion. It is essential that this information is For example under Support the employer accurately recorded. This will be the basic should have established what lines of reference point. The employer will be using supervision exists, but is there an issue of it to inform others of the stress issues competency of those supervisors? Is there a at the workplace and working with them need for training and if so what kind? This is to form possible solutions. a good issue to involve learning reps in. Remember also that people may be Union safety reps will be able to use the vulnerable because of what is happening in document, or indeed the set of documents, their life outside of the workplace. In these as a checklist against the activities of the circumstances the organisation’s attitude organisation as they develop their stress towards flexible working, carers leave or management programme. recognition of staff medical conditions can play a vital role. Having collected the information let members know the outcome of your 14 investigation and report the outcomes to Stress policy your health and safety committee. A stress policy can be a useful mechanism to reduce and prevent occupational stress. Ensure that the implementation of the HSE It is essential that such policies are Standards in your workplace is a regular developed and monitored jointly by item in the Health and Safety Committee management and union safety reps. agenda. Your findings will be an important tool in how management, in discussion The objectives of the policy should be to with the committee, carries out their own prevent stress by identifying the causes and risk assessment and ensures the HSE eliminating them, to deal with problems as Standards are met. they arise, to promote openness and guarantee a ‘blame free’ culture, and The committee needs to establish a rehabilitation of employees suffering from programme of work to implement the stress through confidential independent standards. If such a committee does not counselling. exist then discussion directly with the employer will be needed. If your employer The effective stress policy must is uncooperative then call the HSE. The • recognise stress as an occupational implementation of the standards is a key health and safety issue HSE priority and they can help. • set out who is responsible for preventative measures Step 5. Monitor and review the • identify who to contact in the event of a effectiveness of any control measures problem arising (revise them if necessary) • set out the organisations work patterns Have control measures been implemented and acceptable hours properly? • have commitment from the very top Are they working effectively? levels of management Are they still valid? • identify systems and procedures to deal Has anything changed? with and monitor stress This is why keeping a record of your • include commitment for the provision of findings is important. suitable training for managers and workforce A risk assessment carried out by an organi - • contain arrangements for supportive sation is a ‘live’ document and needs to and confidential health monitoring be kept up to date. Workplaces physically • be relevant and effective, it should be change, the staff change and technology carefully monitored, reviewed and if and ways of working change. The stress necessary revised. The mechanism for risk assessment needs to reflect and take doing this should involve all parties account of those changes. Ask yourself if and be contained in the policy itself the employers approach to implementing the standards is delivering the intended HSE provides a useful model policy, outcome of preventing and controlling available at stress at work? Is it answering all the http://www.hse.gov.uk/stress/pdfs/ union’s concerns you have identified examplepolicy.pdf through your survey and assessment?

15 REHABILITATION AND SUPPORT FOR STRESSED WORKERS Employers should offer support and care During this process, progress can be for anyone who is affected by work-related monitored with follow-up interviews. The stress. Where there is unavoidable stress in outcome of any rehabilitation program is the workplace, stress management courses to get people affected by stress, back into and education can help people recognise the workplace to carryout their role the early signs of stress and develop skills confidently and continue to contribute to to cope with and manage stress. the organisation.

A return to work interview is helpful to This may involve a complete change of job determine whether an employee is able role, job rotation or a period of part time to resume their role in the workplace, or employment. It is important to note that as whether re-introduction is necessary and/or with stress each individual’s response to changes in some areas of their work. rehabilitation may be different depending on attitudes, beliefs and experience.

CHECK LIST FOR SAFETY REPRESENTATIVES

• Is stress a problem in your workplace? causes ‘stressors’ in the workplace, what ideas do they have which may • Does the employer already have a stress help to solve the problem. management system in place? If not suggest that the organisation develop a • Use your legal rights to take up members strategy using the HSE management concerns with employers. (SRSCR 77) Standards in consultation with trade • Make sure members know who the union representatives. union safety representatives are and • If there is an existing system, review how to contact them if they have a with the safety committee to make sure concern or problem with stress. it is suitable for your workplace, does it • Raise member awareness of stress in the adopt a risk assessment approach to workplace, circulate helpful information, dealing with stress. use health & safety notice board. • Ask the employer for regular updates on the implementation and outcomes of • Include workplace ‘stressors’ in your their stress management systems. next workplace inspection. • Do you have a relevant and suitable • If someone approaches you with a policy created in consultation by stress- related problem, it is important to management and union safety remember to take time to talk with representatives? Is it monitored and them, encourage them to talk through reviewed on a regular basis? their problems. Listening to them without judgement can help to make • Talk to members about work related them feel a great deal better about a stress, what do they think are the main stressful and emotional situation. 16 OTHER SOURCES OF INFORMATION

THE UNITE HEALTH AND Hazards magazine which has excellent news and useful resources SAfETY WEb PAGES www.hazards.org As a unite member you can subscribe to Unite has dedicated web pages on all the magazine at a reduced cost for aspects of health and safety (see information contact Jawad Qasrawi tel: www.unitetheunion.org. The Unite Health 0114 201 4265 [email protected] and Safety Guide can also be downloaded from here. Greater Manchester Hazards Provide information and advice for sufferers of occupational illness on any HSE WORK-RELATED aspect of work www.gmhazards.org STRESS WEbSITE Tel: 0161 636 1557

The HSE has a dedicated micro site The UK National Work-stress Network drawing together information on An organisation that aims to educate and work-related stress in one place at raise awareness of work-stress and www.hse.gov.uk/stress/index.htm to improve health & safety legislation through campaigning. Here you can find more information on the www.workstress.net Management Standards, access free Labour Research Department leaflets and also priced publications www.lrd.org.uk including the new HSE revised guidance. Tel:020 7928 3649 ‘Managing the causes of work-related stress – a step-by-step approach using the Work Positive: Prioritising organisational Management Standards’ – (HSG218 ISBN stress is a resource pack developed by 9780717662739) priced £10.95 Health Scotland aimed at small organisations. The TUC publication ‘Tackling Stress at www.workpositive.co.uk Work’ (£5) is available from TUC Publications at Congress House, Great Russell Street, London, WC1B 3LS – 020 7467 1294 www.tuc.org.uk/publications/index.cfm

17 NOTES

18 Unite the union Unite House 128 Theobald’s Road Holborn London WC1X 8TN Tel: 020 7611 2500 www.unitetheunion.org

ES/3641-10/RGH&SStress/8-12