NTW(HR)12 Document Title Stress at Work Policy NTW(HR)12

NTW(HR)12

Document Title Stress at Work Policy

Reference Number NTW(HR)12

Lead Officer Lisa Crichton-Jones

Executive Director of Workforce and Organisational Development

Author(s) (name and designation)

Jacqueline Tate

Workforce Projects Manager

Ratified by Business Delivery Group

Date ratified Sep 2017

Implementation Date Sep 2017

Date of full implementation Sep 2017

Review Date Sep 2020

Version number V04.1

Review and Amendment Log

Version Type of Change Date Description of Change

V04 Review Sept 17 Reviewed Policy with minor changes

V04.1 Update Sept 17 Update due to clinical transition

This Policy supersedes the following Policy, which must now be destroyed:

Document Number Title

NTW(HR)12 – V04 Stress at Work Policy

NTW(HR)12

Stress at Work Policy

Section Contents Page No.

1 Introduction 1

2 Purpose and Legal Case 1

3 Duties, Accountability and Responsibilities 2

4 Definition of Terms Used 8

5 Definition of stress 8

6 Risk Assessment Process 9

7 Identification of Stakeholders 11

8 Training 11

9 Implementation 12

10 Useful Contact Numbers and Further Information 12

11 Fair Blame 13

12 Fraud, Bribery and Corruption 13

13 Monitoring and Reporting Compliance 13

14 Standards/Key Performance Indicators 13

15 Associated Documents 13

16 References 14

Standard Appendices – attached to Policy

A Equality Analysis Screening Toolkit 15

B Training Check List and Training Needs Information 17

C Monitoring Tool 19

D Policy Notification Record Sheet - click here

http://nww1.ntw.nhs.uk/services/?id=5950&p=5539&sp=5545

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Practice Guidance Notes – listed separate to Policy

PGN No: Title Issue Issue Date

Review Date

SAW-PGN 01 Stress Risk Assessment Guidance for Managers: 1 Sep 17 Sep 20

Appendix 1 Individual Stress Risk Assessment 1 Sep 17 Sep 20

Appendix 2 6 Sources of Stress at Work 1 Sep 17 Sep 20

Appendix 3 Actions to Address the 6 Sources of Stress 1 Sep 17 Sep 20

Appendix 4 Stress Risk Assessment Form 1 Sep 17 Sep 20

Appendix 5 Example Stress Risk Assessment Form 1 Sep 17 Sep 20

Appendix 6 Team Stress Risk Assessment: Focus Groups 1 Sep 17 Sep 20

Appendix 7 HSE Indicator Tool User Manual 1 Sep 17 Sep 20

Appendix 8 HSE Indicator Tool 1 Sep 17 Sep 20

Appendix 9 Example Letter and Questionnaire 1 Sep 17 Sep 20

SAW-PGN 02 Stress at Work Guidelines Policy 1 Sep 17 Sep 20

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1 Introduction

Northumberland, Tyne and Wear NHS Foundation Trust, (the Trust/NTW) is committed to improving the lives of its employees and in creating a healthy workplace for staff. The NTW Workforce Strategy 2015 – 2020. The Trust’s 5 Year Strategy 2017-2022 has as Strategic Ambition 6 ‘that the Trust will be regarded as a great place to work’, one which values diversity. Our Workforce and OD Strategy 2017-2022 recognises that staff are our greatest asset and Strategic Aim 4 endorses our commitment to supporting staff wellbeing and to view our staff as a ‘whole person’. This means having exemplary support systems in the workplace to reduce stigma and discrimination and to signpost to services.

1.1 Pressure can be part of all work and helps us to keep motivated, but when

that pressure becomes excessive it can lead to stress. In recent years there has been a significant increase in the reporting of work related stress and the Health and Safety Executive (HSE) estimates that approximately 11.7 million working days have been lost annually to stress with one in five workers in the UK reporting work-related stress. This is a total of 500,000 workers suffering from work-related stress, anxiety and depression (new and long standing cases).

1.2 It is acknowledged that there may be occasions when a member of staff

encounters stress in their personal life, which can affect their working life, and the Trust will provide support wherever possible. The Trust is committed to providing a culture in which stress is not seen as a weakness or a reflection of capability and encourages staff to speak freely about stress and seek help where necessary without fear of stigma or negative repercussions. All staff are encouraged to inform their manager, without delay, that they may be feeling stressed.

1.3 There is consistent evidence that management support is a key protector

of health at work. We are now working in a new devolved model and Business Units should recognise this as part of their collective leadership approach. The role of line managers is key in promoting the mental wellbeing of employees through supportive leadership style and management policies.

2 Purpose and Legal Case

2.1 This Policy acknowledges that any member of staff, at any level within the

Trust, can experience stress at work. It sets out the procedure for staff and managers to implement when stress has been identified. It aims to reduce and tackle sources of stress and promote the well-being of all staff by incorporating the HSE Management Standards, identifying workplace stressors through the use of risk assessment, resulting in the elimination / control of factors causing workplace stress. The Policy complies with the

Northumberland, Tyne and Wear NHS Foundation Trust NTW(HR)12 - Stress at Work Policy – V04.1 - Sep 2017

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Health and Safety at Work Act 1974, the Management of Health and Safety at Work regulations 1999 and is based on the NHS Litigation Authority template requirements.

2.2 The Business Case: Tackling Stress Brings Business Benefits 2.2.1 The Trust has a legal duty to assess the risk of work-related stress and to

take measures to control these. 2.2.2 Preventing Stress can result in:

• Improvement to the quality of staff’s working lives

• Improvement to attendance and sickness absence rates

• Staff will find it easier to adapt to change within the workplace • Staff performance and productivity will increase

• Potential litigation will be prevented

2.3 The Moral/Ethical Case: Tackling Stress Prevents Ill Health 2.3.1 The effect of stress on the Trust will show up in a number of ways, which

may include; increased sickness absence, reduced work performance, lack of concentration and low morale, which in turn can affect patient care and the delivery of services.

2.3.2 There is a growing awareness of the importance of Health and Safety and

recognition that healthy staff make a greater contribution to the organisation. The Department of Health (DoH) has published research findings, showing that stress-related conditions and musculoskeletal disorders are now the commonest causes of work-related sickness absence. There is now convincing evidence that prolonged periods of stress, including work-related stress, have an adverse effect on health. Research provides strong links between stress and

• Physical effects such as heart disease, back pain, headaches,

gastrointestinal disturbances or various minor illnesses; and

• Psychological effects such as anxiety and depression.

Stress can also lead to other behaviours that are harmful to health, such as skipping meals, drinking too much caffeine or alcohol or smoking. Tackling the cause of stress before they lead to ill health can prevent this from happening.

3 Duties, Accountability and Responsibilities 3.1 Executive Directors and Chief Executive:

• Will support the implementation of this Policy by modelling appropriate behaviours


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• Will support the promotion of a culture in which employees feel confident and supported if they experience stress at work

• Will ensure appropriate opportunities are identified within the organisation to support staff who experience stress at work

• Will provide assurance to the Board of Directors with regards to the management of stress related sickness

• Will be responsible for ensuring the correct implementation of this

Policy

3.2 Executive Director Workforce and Organisational Development:

• Will ensure compliance with employment legislation, the performance and actions of all staff employed by the Trust and for minimising the risks related to stress at work

• Will advise managers, staff and staff representatives on the Policy and its interpretation

• Will provide the Board of Directors with workforce information on a regular basis relating to absence caused by work related stress along with stress “hotspots”

• Will monitor the Policy and its effectiveness

• Will review the Policy on a regular basis in consultation with staff representatives

3.3 Locality Heads of Workforce and Organisational Development

• Will advise and support members of staff who are concerned about stress at work in the course of their employment by identifying support both informally and formally

• Will advise and provide guidance to managers on the application of the Policy and assist in addressing areas of concern through education, advice and training

• Will appoint an appropriate mediator, when required, to resolve issues informally

• Will undertake health promotion on stress and well-being

• Will assist in monitoring the effectiveness of measures to address stress by analysing sickness absence rates, grievances and dignity at work cases, staff turnover, appraisals, completed stress risk assessments and results of staff survey and focus groups


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• Will provide support to managers/staff and encourage referrals

to Occupational Health and Staff Counselling Services, ensuring the individual is aware of the reason for referral

• Will work in partnership with Staff Side representatives to develop and review policies and procedures to reduce stress

3.4 Health and Wellbeing Team A small team within Workforce will lead on the delivery of Strategic Aim 4,

this will include:

• Promoting Healthy living and lifestyle, information/campaigns • Sharing information on Physical, Mental Health and Financial

Wellbeing • Carry out Health and Wellbeing surveys to establish the workforce

health needs/issues • Leading in the preparation for the Health and Wellbeing assessment

e.g. Better Health at Work Award/Investors in People Health accreditations

3.5 All Managers

• Will be aware of how their own behaviour is perceived and set examples of standards of appropriate behaviour

• Will develop and support an environment and culture to minimise the causes of stress at work

• Will ensure staff know about and understand this and other relevant policies, ensure that the policies are adhered to and how to raise concerns relating to stress at work

• Will work effectively to find solutions to minimise stress at work

• Will discuss and support staff when concerns have been raised being mindful of confidentiality

• Will complete a Stress Risk Assessment (in accordance with the Practice Guidance Note to this Policy, SAW-PGN-01, Appendix 1).in conjunction with the member of staff and where applicable their staff side representative if they wish. Actions arising from the assessment and methods of addressing these should then be agreed and updated if necessary; managers can seek support from the Safer Care Group for assistance with risk assessments

• Will refer the member of staff to Occupational Health where

appropriate, providing Occupational Health with a detailed explanation of their role, the area they work into and their current condition/illness. The reason for the referral and the contents of it should be explained to the member of staff. A


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guide on how to make an effective referral can be found in Appendix 6 of the trust Managing Sickness Absence Policy NTW(HR)10.

• Will implement Fast Tracking/Early Intervention Process Scheme for stress/anxiety conditions. This means contacting and writing to staff within 48 hours of the start of their absence and referring them to Occupational Health if they have not returned to work within 5 working days. Template Letters and more information are available by clicking the link above

• Will ensure good communication between managers and staff team, especially at times of organisational or service change

• Will ensure staff have received training to carry out their role and that new staff are inducted both Trust-wide and locally into the workplace

• Will ensure that staff attend all applicable statutory and mandatory training to promote health and safety within the workplace

• Will ensure staff undergo regular appraisals to promote value and identify development within the role

• Will monitor workloads and staffing levels to ensure staff are not overloaded and that work is shared equally amongst staff members

• Will ensure staff are taking annual leave and monitor working hours and overtime/bank work

• Will ensure that bullying and harassment is not tolerated within

the workplace

• Will analyse workforce statistics such as sickness absence and turnover rates. Where potential stress has been identified on a ward/department, give consideration to implementing the HSE Indicator Tool and conducting focus groups (Appendix A)

• Will offer additional support where possible, to staff members who may be experiencing personal stress outside the workplace e.g. bereavement or illness of a close family member, carer issues or marital problems

• Will implement individual/team Wellness Action Plan (WAP) as appropriate. A WAP is a personal plan designed to help individuals take control of their own life and assist them of their journey to recovery. It is evidence based system, developed by people with experience of mental ill-health and is used around the world. (see MSA PGN 01 Mental Health Issues in the Workplace)


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3.6 All Employees

• Have a personal responsibility for their own health and fitness within the workplace and ensure their behaviours and conduct are in line with the standards set out in Trust Policies

• Will set a positive example by treating others with dignity and

respect at all times and will be aware of how their behaviour can affect other people

• Will challenge inappropriate behaviour when it occurs and take

positive action to ensure that it is challenged and / or reported

• Should familiarise themselves with the contents of this and other relevant policies, ensuring they adhere to the principles outlined in the policies, and attend training / awareness sessions, when required, to comply with the policy

• Will be supportive of colleagues who may be subject to stress at

work

• Will listen if someone tells them they feel bullied and take action to address their concerns.

• Will co-operate with measures to address and support stress at

work in a positive way, be willing to listen and to be receptive to other peoples’ concerns/reflections, be aware of how they are feeling and pursue self-referral to Occupational Health / Counselling Service as appropriate.

• Will inform their Line Manager of a situation which has arisen

within the workplace which they perceive as stressful. Where possible, they should discuss further with their manager to enable appropriate support to be identified;

• Will undertake any training which is offered and participate in

regular appraisals PDP

• Will participate in a Stress Risk Assessment

• Will not undertake any overtime or bank work on another ward/unit when suffering from stress, or any other work without firstly discussing with their Line Manager via a Stress Risk Assessment

3.7 Trade Union / Professional Organisation Representatives

• Will provide support to members of staff who are suffering from stress and encourage the use of support via Occupational Health and Staff Counselling Services;


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• Will maintain confidentiality throughout and help to facilitate an effective resolution;

• Will participate in a Stress Risk Assessment if requested to do

so by the member of staff;

• Will work in partnership with the Workforce and OD Directorate to develop and review policies and procedures for reducing stress;

• Will work in partnership with Line Managers to help manage

stress within the organisation. 3.8 Occupational Health

• Following staff member consent will provide the referring manager with a written report and this will include specialist advice and support to managers and staff with regards to the management of an individual’s case, accessing medical reports and specialist or secondary support information where necessary, for example, from a GP

• Will provide a confidential, efficient and accessible service to all staff

• Will undertake effective and appropriate pre-employment screening of new staff into the Trust

3.9 Patient Safety Managers

• Will be available to provide guidance and advice to managers and staff, particularly around the implementation of the stress risk assessment and HSE Indicator Tool, if required.

3.10 Trust-wide Health and Safer Care Groups

• Will provide a forum where managers and Staff Side representatives can discuss the effectiveness and use of Trust Policies and where Policies can be improved and developed to meet the needs of the organisation

3.11 Staff Being called as witness to Proceedings

• In the event of staff being called as a witness either to an internal or external proceeding and subsequently suffering from stress in relation to this, advice and support will be available from their Line Manager. This may involve a Stress Risk Assessment being carried out and a referral to Occupational Health or a recommendation to attend the staff Counselling Service to ensure that the member of staff is receiving appropriate support


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• Where the member of staff continues to experience difficulties in being called as a witness, the Line Manager will ensure that a regular review of the Stress Risk Assessment takes place and may find it necessary to review the member of staff’s workload/working hours in line with this. A re-assessment by Occupational Health may also be necessary.

4 Definitions of Terms Used

• Lead Officer: The Executive Director accountable for the Policy

• Author(s): The person nominated by the Quality and Performance Meeting and/or Lead Officer to prepare the Policy

• Policy Administration: Person appointed to support the Author and Quality and Performance Meeting in the preparation of Policies

• Development: A process by which something passes by degrees to a different stage, process of clarification

• Consultation: An exchange of views, time limited period during which the views / advice of others are sought to further inform the Policy content

• Ratify: Formal agreement and acceptance

• Implement: Put into practice/operation

• Embedded: Established

• Review: Reassess

• Stress: The adverse reaction people have to excessive pressures or other types of demand placed on them

• Associate Director(s) Refers to all 5 Associate Directors within

the Collective Business Units 5 Definition of Stress 5.1 The HSE define stress as ‘the adverse reaction people have to excessive

pressures or other types of demands placed on them.’ The effects of stress are shown in physical and mental conditions such as anxiety and depression and physical health problems such as heart disease. However, it is recognised that stress may be influenced by a variety of factors and no one cause may necessarily be identifiable.

5.2 Some pressure can be stimulating and motivating in the workplace but a

negative experience can occur when this pressure becomes excessive Northumberland, Tyne and Wear NHS Foundation Trust NTW(HR)12 - Stress at Work Policy – V04.1 - Sep 2017

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and the individual perceives they are unable to cope. Work-related stress can be triggered by a number of factors which include; work overload/ underload, organisational/workplace change, culture, work environment, poor communication, relationships with colleagues and conflict. Personal stress can be caused by issues such as bereavement, financial worries, illness, a change of job role or marital problems.

6 Risk Assessment Process 6.1 Identifying the Hazards: 6.1.1 The Trust is obliged under the Management of Health and Safety at Work

Regulations 1999, to undertake a Risk Assessment for health hazards at work, which include stress and to take appropriate action to control/ minimise the risk.

6.1.2 The HSE has identified six main causes of stress or ‘stressors’ in the work

environment, known as the Management Standards for Work Related Stress (MSWRS):

• Demands made upon staff whilst at work

• Control and the level of this which staff have over their work

• Support which is available to staff via managers and colleagues

• The clarity of the member of staff’s role within the workplace

• Relationships at work and the nature of these

• Change within the workplace and the way in which this is managed

6.1.3 These stressors should be taken account of when identifying hazards

within the work environment. The assessment will be carried out sensitively with respect and consideration shown to those concerned.

6.1.4 Decide who May be Harmed and How

• Managers should regularly check the reasons for sickness absence as it may indicate a potential problem in relation to work place stress. In addition, employee turnover should be monitored and investigated by managers as high turnover could indicate high stress levels. Results of staff surveys, Friends and Family Tests and increased disciplinary/grievance cases should also be considered.

6.2 Evaluate the Risk and take Action 6.2.1 Where a manager identifies possible work related stress amongst staff

they should consult with the member of staff to discuss the problem. It Northumberland, Tyne and Wear NHS Foundation Trust NTW(HR)12 - Stress at Work Policy – V04.1 - Sep 2017

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may be that this is carried out via the Trust’s Policy, NTW(HR)10, Attendance Management/Sickness Absence Management, whilst the member of staff is absent from work. Where work related stress has been identified a Stress Risk Assessment (within Practice Guidance Note to this Policy, SAW-PGN-01, Appendix 1) must be carried out. If the member of staff is absent from work, the assessment may be carried out prior to the member of staff returning to work.

6.2.2 Where there is an indication that stress levels are high within a ward/

department, the manager should consider utilising the HSE Indicator Tool listed within Practice Guidance Note to this Policy, SAW-PGN-01, Stress Risk Assessment-Guidance for Managers - Appendix 8 and implementing a focus group, ensuring findings are reported to the Manager of the area and a copy to Workforce.

6.2.3 Where potential stress ‘hot spots’ are identified within a Business Unit/

Directorate, the Associate Director /Head of Department should consider implementing the HSE Indicator Tool via an Associate Director / Head of Department from outside the Business Unit / Directorate and implementing a series of focus groups in the first instance. Consideration may be given to an external risk management agency carrying out and evaluating stress assessments, should the HSE tool and focus group not provide sufficient findings. However, this should be discussed with the Workforce Department in the first instance. Findings will be reported to the Board of Directors, Executive Directors and Workforce.

6.3 Recording Findings 6.3.1 The Trust has devised a Stress Risk Assessment listed within Practice

Guidance Note to this Policy, SAW-PGN-01, Stress Risk Assessment-Guidance for Managers, Appendix 1, which takes into account stressors and should be completed by the manager in conjunction with the member of staff when potential stress is identified.

6.3.2 Where it is not appropriate for the Line Manager to complete the

assessment, an appropriate member of staff will be nominated to carry this out; support can be sought from the Safer Care Group also. The Stress Risk Assessment identifies factors which may be causing stress to the member of staff and from this, actions which the manager will need to take, in order to reduce or control the stressor. This will also assist managers in prioritising areas which need to be addressed.

6.3.3 The findings and actions within the Stress Assessment must be shared

with the member of staff. Where it has been identified that a group of staff within a ward/department are suffering from stress, then the HSE Tool may be used in the first instance. Associate Director(s) / Directorate Senior Managers should also be made aware of any actions which affect a ward/ department so they can ensure implementation of such actions.

6.4 Monitor and Review


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6.4.1 When a Stress Risk Assessment is carried out, it must be reviewed within

the first three months and then quarterly within a twelve month period. However, there may be occasions when this may need to be reviewed more frequently. A copy should be forwarded to the Workforce, Occupational Health Departments and relevant Senior Manager (Associate Director /Head of Department) including an outline of what actions have been agreed between the manager and member of staff.

6.4.2 The Trust will record all reasons for absence and report to Q&P committee

at regular intervals. 6.4.3 The Trust remains committed to continuously working with staff to identify

and address the problems in the work place that could lead to stress-related ill health.

7 Identification of Stakeholders 7.1 This Policy applies to all Trust employees and following the criteria set out

in NTW(O)01 – Development and Management of Procedural Documents, this Policy was circulated Trust-wide for a four week consultation to the standard distribution listed below:

• Corporate Decision Team • Communications, Finance, IM&T • Commissioning and Quality Assurance • Workforce and Organisational Development • Business Delivery Group • Local Negotiating Committee • North Locality Care Group • Central Locality Care Group • South Locality Care Group • Medical Directorate • Safer Care Group • NTW Solutions • Staff Side • Internal Audit

8 Training (Appendix B) 8.1 There are no specific training requirements for the implementation of this

Policy. However, the Trusts Induction Programme, Equality and Diversity and Management Skills training will include content relating to Stress at Work and how staff can raise concerns, actions that can be taken and how to receive support.

8.2 All Line Managers as identified within ESR will undertake the NTW

Management Skills Training Programme that includes managing stress


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attendance and managing disciplinary and grievances. Equality and Diversity Manager Training is also a requirement.

8.2 Workforce Officers can provide guidance and support to managers to

complete Stress Risk Assessments. 8.4 Levels of training are identified in the Training Needs Analysis and are

included within the Training Guide which can be accessed via this link:

http://nww1.ntw.nhs.uk/services/index.php?id=3796&p=2780 9 Implementation 9.1 Associate Directors / Directorate Senior Managers have overall

responsibility for ensuring managers implement this Policy when it is identified that a member of staff is suffering from stress.

9.2 This Policy should be used to manage stress and also in conjunction with

the Trust’s NTW(HR)10 - Attendance Management/Sickness Absence Management Policy, when it is identified that sickness has occurred due to stress. The manager should ensure they are regularly monitoring sickness absence in the workplace to enable them to identify stress. Managers should also refer the staff member to Occupational Health and ensure that any actions arising from the Occupational Health Report are taken into account when implementing this Policy.

9.3 The Policy and Guidelines have been widely distributed to managers and

is available on the Trust intranet for all staff to access.

9.4 Once ratified, this Policy will be implemented within the organisation immediately.

10 Useful Contact Numbers and Further Information The following contact numbers are available for all staff to use to access

arrange of counselling and support services

Useful Contact Numbers and Further Information

Counselling Service 0800 174319

Occupational Health 01327 810271

Equality and Diversity Lead Christopher Rowlands 0191 2456793

Workforce and OD Team 0191 2456777

Union Sunderland Office 0191 5656256 ext. 65441

Unison Newcastle Office Via main Switchboard


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Useful Contact Numbers and Further Information

Unison Northgate Office 01670 394161

RCN 0191 5115800

Unite 0191 2302110

GMB 0191 2333930

Patient Safety Managers St Nicholas Hospital)Via main switchboard

Managers contact [email protected]

11 Fair Blame

The Trust is committed to developing an open learning culture. It has endorsed the view that, wherever possible, disciplinary action will not be taken against members of staff who report near misses and adverse incidents, although there may be clearly defined occasions where disciplinary action will be taken.

12 Fraud, Bribery and Corruption

In accordance with the Trust’s NTW(O)23 – Fraud, Bribery and Corruption Policy, all suspected cases of fraud and corruption should be reported immediately to the Trust’s Local Counter Fraud Specialist or to the Executive Director of Finance.

13 Monitoring and Compliance (Appendix C)

• Monthly Workforce Reports, presented to the Board of Directors will be used to report on absence and turnover related to stress

• Appropriate action, including Risk Assessments will be used to manage and track individual cases

• Action Plans will be created following Risk Assessments and managers will be responsible for ensuring these are monitored

14 Standards/Key Performance Indicators Board of Directors will receive regular statistics detailing the percentage of

the Workforce absent due to work related stress. The statistics will be analysed and monitored in conjunction with the Workforce Strategy targets.

15 Associated Documentation

• NTW Workforce and OD Strategy


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• NTW(HR)08 - Dignity and Respect at Work Policy

• NTW(HR)10 – Attendance Management / Sickness Absence Management Policy

• PGN 01- Part of NTW(HR) to Mental Health issues in the workplace

• NTW(HR)11 - Flexible Working Policy

• NTW(O)23 – Fraud, Bribery and Corruption Policy

16 References

• Health and Safety Executive Publication – Managing the causes of work related stress

• NHSLA – Template for Management of Stress Policy

• Health and Safety at Work Act 1974

• NHS Employers ‘Healthy Workplace Handbook’

• Health and Safety at Work regulations 1999


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Appendix A

Equality Analysis Screening Toolkit

Names of Individuals involved in Review

Date of Initial Screening

Review Date Service Area / Locality

Chris Rowlands Jacqueline Tate

September 17 September 20 Trust-wide

Policy to be analysed Is this policy new or existing?

Stress at Work Policy – V04 Existing

What are the intended outcomes of this work? Include outline of objectives and function aims

The Trust is committed to improving the lives of its employees and in creating a healthy workplace for staff. Pressure can be part of all work and helps us to keep motivated, but when that pressure becomes excessive it can lead to stress. In recent years there has been a significant increase in the reporting of work related stress and the Health and Safety Executive (HSE) estimates that approximately 12.8 million working days have been lost annually to stress with one in five workers in the UK reporting work-related stress. It is acknowledged that there may be occasions when a member of staff encounters stress in their personal life, which can affect their working life, and the Trust will provide support wherever possible. The Trust is committed to providing a culture in which stress is not seen as a weakness or a reflection of capability and encourages staff to speak freely about stress and seek help where necessary without fear of stigma or negative repercussions. All staff are requested to inform their manager, without delay, of the reason as to why they may be feeling stressed. The Trust has a legal duty to assess the risk of work-related stress and to take measures to control these. Who will be affected? e.g. staff, service users, carers, wider public etc.

All staff

Protected Characteristics under the Equality Act 2010. The following characteristics have protection under the Act and therefore require further analysis of the potential impact that the policy may have upon them

Disability N/A

Sex N/A

Race N/A

Age N/A

Gender reassignment (including transgender)

N/A

Sexual orientation N/A


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Religion or belief N/A

Marriage and Civil Partnership

N/A

Pregnancy and maternity N/A

Carers N/A

Other identified groups N/A How have you engaged stakeholders in gathering evidence or testing the evidence available?

Through standard Policy Process Procedures

How have you engaged stakeholders in testing the policy or programme proposals?

Appropriate Policy Review by Author / Team

For each engagement activity, please state who was involved, how and when they were engaged, and the key outputs: Stakeholders through standard policy consultation process

Summary of Analysis Considering the evidence and engagement activity you listed above, please summarise the impact of your work. Consider whether the evidence shows potential for differential impact, if so state whether adverse or positive and for which groups. How you will mitigate any negative impacts. How you will include certain protected groups in services or expand their participation in public life. No impact.

Now consider and detail below how the proposals impact on elimination of discrimination, harassment and victimisation, advance the equality of opportunity and promote good relations between groups. Where there is evidence, address each protected characteristic

Eliminate discrimination, harassment and victimisation

N/A

Advance equality of opportunity N/A

Promote good relations between groups N/A

What is the overall impact? N/A

Addressing the impact on equalities N/A

From the outcome of this Screening, have negative impacts been identified for any protected characteristics as defined by the Equality Act 2010? NO If yes, has a Full Impact Assessment been recommended? If not, why not? Manager’s signature: J Tate Date: September 2017


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Appendix B

Communication and Training Check List for Policies

Key Questions for the accountable committees designing, reviewing or agreeing a new Trust Policy

Is this a new policy with new training requirements or a change to an existing policy? Existing Policy

If it is a change to an existing policy are there changes to the existing model of training delivery? If yes specify below.

No

Are the awareness / training needs required to deliver the changes by law, national or local standards or best practice?

Please give specific evidence that identifies the training need, e.g. National Guidance, CQC, NHS Resolutions A etc.

Please identify the risks if training does not occur.

All staff should be aware of the factors that cause stress and should ensure measures are in place to maintain their well-being. The Health and Safety at Work Act 1974, the Management of Health and Safety at Work regulations 1999. Increased staff absence as a result of work related stress; reduced staff moral; inability of the organisation to continue to deliver improvements in service delivery / transformation of services.

Please specify which staff groups need to undertake this awareness/training. Please be specific. It may well be the case that certain groups will require different levels e.g. staff group A requires awareness and staff group B requires training.

All staff should be aware of the relevant Trust Policies. All managers should be able to implement the procedures identified in this Policy.

Is there a staff group that should be prioritised for this training / awareness? Managers

Please outline how the training will be delivered. Include who will deliver it and by what method. The following may be useful to consider: Team brief/e bulletin of summary Management cascade Newsletter/leaflets/payslip attachment Focus groups for those concerned Local Induction Training Awareness sessions for those affected by the new policy Local demonstrations of techniques/equipment with reference documentation Staff Handbook Summary for easy reference Taught Session; E Learning

This Policy will be disseminated to all staff via the Chief Executives Bulletin and the Team Briefing process. The Policy will be available on the Trust’s Intranet.

Please identify a link person who will liaise with the training department to arrange details for the Trust Training Prospectus, Administration needs etc.

N/A


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Appendix B ….. Continued

Training Needs Analysis

Staff / Professional Group Type of Training

Duration of

Training

Frequency of Training

N/A N/A N/A N/A

Copy of completed form to be sent to: Training and Development Department,

St. Nicholas Hospital

Should any advice be required, please contact: - 0191 245 6777 (option1)


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NTW(HR)12

Appendix C Monitoring Tool

Statement The Trust is working towards effective clinical governance and governance systems. To demonstrate effective care delivery and compliance, Policy Authors are required to include how monitoring of this Policy is linked to Auditable Standards / Key Performance Indicators will be undertaken using this framework.

NTW(HR)12 - Stress at Work Policy - Monitoring Framework

Auditable Standard / Key Performance Indicators

Frequency / Method / Person Responsible

Where results and any associate Action Plan will be reported to, implemented and monitored; (this will usually be via the relevant Governance Group)

1.

Corporate induction and the management skills course include content relating to stress at work and how staff can raise concerns and receive support.

Training levels reported Bi-monthly by Head of Training

Workforce Training and Development, Quality & Performance Sub Group (sub group of Trust-wide Quality and Performance Group who will highlight areas of concern for relevant action within the Locality/Directorate

2.

Monitor absence statistics relating to work related stress identifying areas of concerns and draw up action plans as appropriate including identifying support for staff

Workforce Quarterly Report by Workforce Projects Manager. 6 monthly report to Q&P Locality Heads of Workforce maintain sickness absence statistics for these areas and in conjunction with Managers develop action plans and support Management

Trust wide Q&P RABAC Q&P meetings

Appendix C ….. Continued


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NTW(HR)12

NTW(HR)12 - Stress at Work Policy - Monitoring Framework

Auditable Standard / Key Performance Indicators

Frequency / Method / Person Responsible

Where results and any associate Action Plan will be reported to, implemented and monitored; (this will usually be via the relevant Governance Group)

3.

All Line Managers as identified within ESR will undertake the NTW Management Skills Training Programme that includes managing Attendance and Managing Disciplinary and Grievances. Equality and Diversity Training

Bi-monthly by Head of Training Academy

Workforce Training and Development, Quality & Performance Sub Group (sub group of Trust-wide Quality and Performance Group who will highlight areas of concern for relevant action within the Localities

4

Monitor and analyse the results of the Staff Survey relating to work related stress identifying areas of concerns and draw up action plans as appropriate including identifying support for staff

Annual by Locality Heads of Workforce and Locality Managers

Locality Q&P members

The Author(s) of each Policy is required to complete this monitoring template and ensure that these results are taken to the appropriate Quality and Performance Governance Group in line with the frequency set


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NTW(HR)12 Document Title Stress at Work Policy NTW(HR)12

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