ࡱ> uwt%` /bjbj #O̟̟e' ,"yaJL```````$YchejaL@LLa+3aL(l`L`uX,_> 7}tLP]6`Ia0ya]v+f.+fl__l+fh`01"SoaayaLLLL$  HSE stress management A Chronology: Developing the control programme in FE & HE The HSE has been running a major programme of work around stress in FE and HE. This factsheet summarises the background and sets out a checklist for local use. Please make sure you let us know of any successes or problems. 1999: the HSE undertook a major consultation exercise on work-related stress. The response was overwhelmingly for some formal regulation of workplace circumstances that led to stress, and related illness and absence. Organisations representing employees particularly demanded formal Regulations, as did some employers; there was also a strong demand for an Approved Code of Practice. In his introductory keynote remarks at a HSE meeting held in Manchester as part of the consultation process, Professor Carey Cooper of UMIST said there had been 50,000 pieces of research into work-related stress; what was needed now was some action. Within weeks, the HSE announced the commissioning of a further 3 research projects. Despite the strong opinion in favour of a formal regulatory approach, the net outcome of the consultation process was in: 2001: Tackling Work-related Stress: A managers guide to improving and maintaining employee health & wellbeing (HSG 218) was published by the HSE as guidance for employers. It focussed on a number of key areas that had been identified as primary causes of stress at work, but was limited to encouragement to managers to identify and control hazards causing stress and related illness. The HSEs priority programme stress team used this guidance as a basis moved on to develop and publish in: November 2003: the HSE launched its stress management standards and toolkit developed to locate stress-related issues within the mainstream approach to work-related hazard and risk. The standards were grouped under the 6 stressor areas identified by the 2001 guidance; Demands, Control; Support; Relationship; Role and Change. The guidance set-out a risk-assessment approach to the problems, operating under the provisions of Regulation 3 of the Management of Health & Safety at Work Regulations 1999. It included a questionnaire and an analysis tool, and gave additional guidance on setting-up focus groups and monitoring systems. There was some emphasis on involving trade union safety representatives and workers. 2005: The Willing One Hundred. An HSE project that became known as The Willing One Hundred was set up. The aim was to get 100 significant employers who were experiencing higher than average levels of absence linked to work-related stress to agree to participate to find ways of identifying the causes of, and implementing controls to reduce that stress-related illness and absence. Reducing the level of absence from work due to illness has become a Government mantra, behind which agencies like the HSE have rallied. The willing one hundred was never more than the willing 70-odd, 8 FE and HE institutions took part, but initial requests for a list of the names of the institutions involved met with a refusal to supply it. One output from the project was to publish good practice and congratulatory case studies on the HSEs Stress micro-site on their website. The four published HE and FE case studies can be downloaded from  HYPERLINK "http://www.hse.gov.uk/stress/experience.htm" http://www.hse.gov.uk/stress/experience.htm reps at two of the institutions have reported that there is a particular gloss on the case studies that makes their involvement and progress look better than they really are. One Branch reports absolutely no involvement in any activity. One post-92 university case study was published, but was so inaccurate and misleading that the demanded the HSE remove it. The HSE apologised to for publishing the case study without checking the accuracy with the trade unions, and the university VC apologised to the local Branch. As a result of this incident, national officials approached the HSE project co-ordinator with a view to seeking a closer working relationship to avoid any further embarrassment. It seems that the results of the project have been less than satisfactory, and the Willing One Hundred project was eventually overtaken by one aimed at much wider participation. 2006: More intensive work. The HSE, troubled by its failures to get employers to deal effectively with the excessive levels of stress-related illness and absence moved towards a more intensive approach, and developed a mass-participation project in the sectors. This project had a number of strands. The first step was a series of free one-day regional workshops focussed on managing stress-related absence,(with absence being the primary problem), and these took place between September and December 2006. Separate workshops were organised for FE and HE; although most of the material was the same, they used sector-specific case studies. These workshops were aimed at senior managers in institutions, and indeed, one university VC attended. In practice, many institutions sent a H&S manager or someone from HRM. Attendance was limited to 40, but most events had less than this attending, although they were originally over-subscribed. Reports of some of the workshops indicate that the main message was that institutions should be using the HSE Stress Management Standards to develop risk assessment techniques to identify problems and devise appropriate control measures to reduce the incidence of work-related stress, and consequent absence. One rep who attended reported that the HSE line was pretty much You are drinking in the last chance saloon; do it or well get tough. 2007: Master classes. Having been shown what to do, the next stage was for managers to go back and implement a risk assessment programme and devise control measures. HSE inspectors visited institutions as part of the process of advising, guiding and chivvying them along, and expected to see some progress and results. As particular problems and issues emerged from this part of the process, a series of Master Classes were run to address them. These took place towards the end of 2007. 2008: HSE visits continue. HSE Inspector visits continue. Its important for to be involved, and that contacts with the local HSE inspectors are good. Branches and LAs need to take-up stress related illness and absence with their employer. This project provides us with an ideal opening to raise these matters with the employer, and to establish a firm and working relationship with the HSE Inspector. Develop your relationship with the inspectors, so that when you contact them in the future, they will know who you are. Give them a card and get theirs this will give you e-mail and direct telephone line access information. There follows some questions for local organisations to ask about the process and other investigative points. A checklist Is stress related illness and absence treated as a collective matter related to employment conditions, rather than an individual casework issue that is picked-up when someone is damaged? Does the employer have a Prevention of work-related stress policy in place, with adequate procedures that allow victims and their union to take issues up with the employer with confidence? Does the employer make all the HSE information and guidance about stress available to the union(s)? Is there a working party or sub-committee looking at consolidating stress into the risk-assessment programme? Are the unions adequately represented and actively involved? Has the employer conducted risk assessments that identify stress hazards and risks? Were the HSE management standards and assessment tools used in this process? Are persons appointed as risk assessors suitably qualified and trained to deal with stress factors in the assessment process? Ask for and critically review copies of any risk assessments so far undertaken which include work-related stress as a hazard, which should include the level of risk assessed and control measures suggested and implemented. If RAs dont include stress factors, find out why not and insist they are developed as a matter of urgency. Ensure controls and preventative strategies focus on primary interventions i.e. actions that remove the causes of stress, and stop stress-related symptoms appearing, rather than secondary interventions to deal with the effects once its been caused. Ask to see and take copies of any other relevant documents survey forms, response results, absence figures for stress-related illness. Are you receiving information from the HSE inspector if not, contact them and ask why not. Do you let the Inspector know about the concerns and criticisms you may have about the employers performance? Ask your employer for a progress report on what they think they have achieved so far. Make sure the prevention of work-related stress a standing item on the safety committee agenda. Ensure figures for stress-related absence are updated for the safety committee to consider. Instructions to inspectors to contact safety reps These are some of the matters you might need to raise with the employer and the HSE Inspector, particularly when visits take place. HSE instructions to inspectors are to contact safety reps when they visit the workplace, and to copy any reports or follow-up letters to them. They also have guidance on enforcing the duties imposed on employers by the SRSC Regulations. This guidance is available to download at  HYPERLINK "http://www.hse.gov.uk/foi/internalops/fod/inspect/workerinvolve.pdf" http://www.hse.gov.uk/foi/internalops/fod/inspect/workerinvolve.pdf If you want to/need to discuss anything related to this project, contact John Bamford, Health & Safety Advice at  HYPERLINK "mailto:john@gmhazards.org.uk" john@gmhazards.org.uk or  HYPERLINK "mailto:jbamford@ucu.org.uk" jbamford@ucu.org.uk or on 0161 636 7558. It would be good to hear of some positive developments. 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