Management

Stress: HSE Management Standards - stressors

In 2004, the Health & Safety Executive first published their Management Standards approach to stress in the workplace, with the aim of reducing the number of employees who go off sick, or cannot perform well at work because of stress. The approach is based on providing six key areas for managers to consider, and by introducing best practice in those areas, remove some of the causes of stress, or stressors.

The Standards are designed to:

1. Simplify the process of risk assessments for stress in the workplace,
2. Encourage all employers, employees and their representatives to take a partnership approach to work related stress throughout the organisation,
3. Provide a method of grading an organisation’s performance in tackling causes of stress.

HSE stressors

The Management Standards set out six areas which the HSE consider to cover the main causes of work-place stress. By examining your organisation’s policies and performance in each of these areas, and by introducing best practice, or improving on existing practices, it is hoped that this will contribute greatly to the stress levels of individuals within the workplace. In each of the areas, not only do the standards set out what should be achieved, but they explicitly note that there must be some sort of reporting mechanism to allow individuals to raise concerns. The key areas are:

Demands

The demands that are put on an individual - in terms of their workload, working patterns and their environment - have an immediate effect in terms of direct stress experienced. If unrealistic demands means certain failure, and a culture of failure within the workplace has vast negative consequences. The Standards state that “employees indicate they are able to cope with the demands of the job” which means that:

• people need to be in jobs to match their abilities;
• workload must be appropriate to those individuals and their capabilities.

Control

How much say a person has in the way they do their work, a degree of self control, a level of trust, will increase their self worth and self confidence. However, by not allowing these levels of control, the individual is condemned to follow the rules and whims of management, will have no loyalty and no sense of value. Resentment to their workplace and working style follows on, with rapid onset of vulnerability to stress factors. The Standards say that “Employees indicate they have a say about the way they do their work” - meaning that

• employees have control over their pace of work
• they are encouraged to use their skills and initiative
• encouraged to develop their skills and capabilities
• they have a say over their working times and practices.

Support

Are employees being given the correct amount of support? The appropriate resources to carry out the tasks required? Is the support given the correct support which allows employees to grow and learn? The Standards state that “Employees indicate that they receive adequate information and support from colleagues and superiors.”- which means that:

• the organisation has policies and procedures to properly 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;
• employees give and receive regular and constructive feedback.

Relationships

Promoting positive working to avoid conflict, and dealing with unacceptable behaviour are key to ensuring a positive workplace environment which values the individual. The Standards state that “Employees indicate that they are not subjected to unacceptable behaviours, eg bullying at work.” - which means that:

• 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;
• systems are in place to enable and encourage employees to report unacceptable behaviours.

Role

Whether people understand their role within the organisation and whether the organisation ensures that the person does not have conflicting roles is another important indicator for individuals. Are they being asked to carry out conflicting operations, do they know their primary purpose? How do they measure success, or completion if they don’t know their tasking? The Standards state that “Employees indicate that they understand their role and responsibilities” - which means:

• the organisation ensures that, as far as possible the different requirements it places on its 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.

Change

The management of organisational change, whether large or small can impact on the sense of value or worth of an employee, particularly when there is little or no communication regarding change, or forced change. The Standards state “Employees indicate that organisation engages them frequently when undergoing an organisational change.” - which means that:

• 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, and if necessary, are give training to support any chances in their jobs;
• employees are aware of timetables for change;
• employees have access to relevant support during changes.

Stress Audits

The HSE recommends carrying out regular stress audits on the stress levels of staff, and have designed an audit which measures employees responses to questions on the above indicators, and then grades the organisation on the results. By auditing, areas for improvement can be identified, and by regular auditing, improvements can be measured. Of course, you don’t have to use the HSE stress audit tool, you can read a comparison of the HSE Stress Audit with our Stress Audit.

© 2008 stress and culture audits.