Stress is defined as the adverse reaction people have to excessive pressure or other types of demand placed on them. If stress is intense and goes on for some time, it can lead to mental and physical health (e.g. depression).

Employers have a duty in law to make sure that their employees are not made ill by their work. They must carry out a risk assessment to establish whether stress is or could be a problem and, if that is the case, take steps to try and reduce it.

If employees are suffering from stress then the business will suffer as a result. Factors such as high staff turnover, an increase in sickness absence, reduced work performance, poor timekeeping and more customer complaints are all linked to stress. Tackling stress in the workplace is therefore good for business.

A risk assessment for stress involves:-

• Looking for pressures at work that could cause high and long-lasting levels of stress;
• Deciding who might be harmed by these; and
• Deciding whether you are doing enough to prevent that harm.
• If necessary, an employer must then take reasonable steps to deal with those pressures.

Looking for pressures at work can be done in a number of ways depending upon the size of the organisation. Larger businesses, which employ over 50 people, could for instance carry out a staff attitude survey or introduce regular one to one meetings with their staff. Smaller businesses may not need to formally survey their workforce because the information could be picked up on a day-to-day basis by talking and listening to what is going on.

The Health and Safety Executive have established a model standard for each of the 7 broad causes of stress. The descriptions in each of the standards define a desirable set of conditions to work towards:-

Demands

Includes issues like workload, work patterns, and the work environment.

The standard is that:

• Employees indicate that they are able to cope with the demands of their jobs; 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 adequate and achievable demands in relation to the agreed hours of work;
• People’s skills and abilities are matched to the job demands;
• Jobs are designed to be within the capabilities of employees; and
• Employees’ concerns about their work environment are addressed.

Back to the top.

Control

How much say the person has in the way they do their work.

The standard is that:

• Employees indicate that they are able to have a say about the way they do their work; and
• Systems are in place locally to respond to any individual concerns.

What should be happening / states to be achieved:

• Where possible, employees have control over their pace of work;
• Employees are encouraged to use their skills and initiative to do their work;
• Where possible, employees are encouraged to develop new skills to help them undertake new

and challenging pieces of work;

• The organisation encourages employees to develop their skills;
• Employees have a say over when breaks can be taken; and
• Employees are consulted over their work patterns.

Back to the top.

Support

Includes the encouragement, sponsorship and resources provided by the organisation, line management and colleagues.

The standard is that:

• Employees indicate that they receive adequate information and support from their colleagues and superiors; and
• Systems are in place locally to respond to any individual concerns.

What should be happening / states to be achieved:

• The organisation has policies and procedures to adequately support employees;
• Systems are in place to enable and encourage managers to support their staff;
• Systems are in place to enable and encourage employees to support their colleagues;
• Employees know what support is available and how and when to access it;
• Employees know how to access the required resources to do their job; and
• Employees receive regular and constructive feedback.

Back to the top.

Relationship

Includes promoting positive working to avoid conflict and dealing with unacceptable behaviour.

The standard is that:

• Employees indicate that they are not subjected to unacceptable behaviours, e.g. bullying at work; and
• Systems are in place locally to respond to any individual concerns.

What should be happening / states to be achieved:

• The organisation promotes positive behaviours at work to avoid conflict and ensure fairness;
• Employees share information relevant to their work;
• The organisation has agreed policies and procedures to prevent or resolve unacceptable behaviour;
• Systems are in place to enable and encourage managers to deal with unacceptable behaviour; and
• Systems are in place to enable and encourage employees to report unacceptable behaviour.

Back to the top.

Role

Whether people understand their role within the organisation and whether the organisation ensures that the person does not have conflicting roles.

The standard is that:

• Employees indicate that they understand their role and responsibilities; and
• Systems are in place locally to respond to any individual concerns.

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;
• The organisation provides information to enable employees to understand their role and responsibilities;
• The organisation 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.

Back to the top.

Change

How organisational change (large or small) is managed and communicated in the organisation.

The standard is that:

• Employees indicate that the organisation 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.

For more information access the Health and Safety Executive’s ‘Woking Together to Reduce Stress a Guide for Employees’ guidance booklet.

Larger organisations may like to purchase the guide 'Managing the causes of work- related stress – A step-by-step approach using the Management Standards' - (HSG218 ISBN 9780717662739). Available from HSE Books priced £10.95.

The Health and Safety Executive’s website has a comprehensive section on occupational stress.