![[Basket]](images/basket.png){kind=small}
Your order![[cover image]](images/issue/BK201404.jpg)
Model stress prevention policy
[ch 5: pages 50-53]Unions have developed a variety of model policies, adapted to the particular needs of the industries where they organise. An example of one produced by public services union UNISON is provided on page 51.
There are a number of common headings that union reps need to be aware of, either when they negotiate a new policy or audit an old one:
• a statement of intent and commitment from senior management;
• definition of stress — emphasising organisational causes;
• statement of the law with respect to stress;
• application of the policy to all workers, including employees, contractors and agency staff;
• stress policy treated as part of health and safety, with links to disability and other relevant areas;
• clear lines of management responsibility to tackle stress, its causes and effects;
• specific roles for union safety and other reps;
• priority given to measures to prevent stress — tackling the causes;
• information and training for all workers;
• a commitment to change the duties and working environment of workers who become ill with work-related stress;
• modification of performance management systems for those suffering from stress;
• modification of sickness absence monitoring for those with stress;
• relocation, reduced hours and phased return to work implemented with the consent and approval of sufferers, not imposed from above;
• use of best practice from the HSE, Acas and other official bodies;
• paid time off for counselling services;
• independent and trained counsellors; and
• regular review of the effectiveness of measures at least annually.
The journalists’ union NUJ advises that a single stress or mental health policy is rarely sufficient and a wide range of policies and procedures will need to be implemented and reviewed to ensure they are working efficiently and relate to the current problems. It is also vital that line managers receive training on how to spot stress and to use the procedures correctly.
For a stress policy to be effective, it must:
• recognise that stress is a health and safety issue;
• recognise that much stress is caused by work;
• be jointly developed and agreed with UNISON;
• provide for joint monitoring and regular reviews to assess its effectiveness;
• have commitment from the very top levels of management
• guarantee a ‘blame-free’ approach; and
• apply to everyone.
Its implementation should be based on the outcome of a robust risk assessment.
The objectives of the policy should be to:
• prevent stress by identifying the causes and eliminating them;
• recognise and deal with stress-related problems as they arise;
• change the climate to encourage more openness about this extremely important issue; and
• rehabilitate employees suffering from stress through the provision of independent confidential counselling and changing their workload, working environment and working time.
Stress prevention — a model agreement
1. The parties to this agreement recognise that stress at work is a health and safety problem and that employers have a legal duty under section 2 of the Health and Safety at Work Act 1974 to take all reasonably practicable measures to prevent stress at work. Under section 7 of that Act, employees have a duty not to endanger themselves or others and to cooperate with their employer in meeting statutory requirements.
2. The Management of Health and Safety at Work Regulations 1999 require employers to assess health and safety risks, including stress, and to introduce prevention and control measures based on those risk assessments.
3. This agreement will apply to all employees, including those working in the community. The same opportunities for counselling and other help will be offered to all staff, regardless of age, gender, race, sexuality, gender identity, disability status, religion, grade, or job.
4. Priority will be given to assessing the causes of stress at work and introducing measures to reduce or prevent it. The head of department or equivalent post-holder will be responsible for carrying out these assessments in consultation with the safety representatives/stewards for that department. To ensure their competence, specific training will be provided for people carrying out assessments.
5. Where stress causes deterioration in job performance, this will be treated as a health problem and the sufferer will be encouraged to seek help under the terms of this policy. There will be no discrimination against individuals suffering from stress.
6. The Health and Safety Executive has produced a range of guidance on reducing and managing stress. These guides, along with the HSE’s stress management standards, will be used to determine the appropriate action to be taken by the employer.
7. This agreement for dealing with stress at work forms part of the employer’s health and safety policy, and should be read in conjunction with it.
8. In addition to any other prevention measures introduced, employees suffering from stress and stress-related illnesses will be offered paid time off to attend stress counselling sessions. So that staff can make arrangements for counselling outside their working hours if they do not wish to draw attention to their need for counselling, the names of stress counsellors and how to contact them will be posted on notice boards, the workplace intranet, and so on.
9. Counselling will be offered by independent and trained counsellors. This service will be strictly confidential between the counsellor and member of staff. No details or records will be disclosed without the written permission of the member of staff concerned.
10. Information and training will be given to all employees. This will include: the causes and effects of stress, a copy of this stress agreement, details on how to seek help, and information on the arrangements for reporting causes of stress and work-related illnesses.
11. Where an employee becomes ill through stress, management will seek to identify the causes of the stress and eliminate them through changing the post holder’s duties or working environment. Employees unable to continue in their job because of stress-related illnesses will be offered alternative suitable posts, subject to agreed procedures for relocation. Relocation will be considered as a last resort, unless requested by the member of staff concerned.
12. This policy and its effectiveness will be regularly reviewed jointly by the staff unions and management. The initial review will take place six months after this policy comes into effect and at intervals of not more than 12 months thereafter.
www.unison-scotland.org.uk/safety/unisonstressatworkbooklet.pdf