Stress Talking Toolkit

Talking Toolkit
Preventing work-related stress

2 | Preventing work-related stress
Contents
Introduction – For employers 4

Using your talking toolkit 5
What happens next? 7
Conversation One – Demands 8
Conversation Two – Control 10
Conversation Three – Support 12
Conversation Four – Relationships 14
Conversation Five – Role 16
Conversation Six – Change 18
Sources of further advice 21
Preventing work-related stress | 3

Introduction – For employers
Preventing
work-related stress
Across Great Britain, work- Line managers can play an
The case for preventing related stress (stress, depression important role in helping to
stress: or anxiety) is a signifcant cause implement these measures and
of working days lost to ill health there are many tools, resources
• The law requires
and it impacts on signifcant and guides available to help
employers to tackle
numbers of workers, irrespective employers in deciding what
work-related stress.
of sector or job role. these measures should be (see
• Tackling stress prevents pages 21 and 22).
Stress affects us all at different
ill health.
times and in different ways. This toolkit is designed to
• Taking action on stress It can cause people to feel help line managers hold initial
brings business benefts; physically unwell, can cause conversations with employees
it reduces sickness mental health problems and can as one of part of an employer’s
absence, boosts morale make existing problems worse. journey towards preventing
and helps improve work-related stress.
It’s important to remember that
productivity.
it’s not an employer’s or a line By taking action employers can
manager’s job to diagnose or help create a more engaged,
treat stress, whatever its cause. If healthy workforce, boost
an employee is having problems, productivity and save money.
it’s important that they get help
The earlier a problem is Employers have reported
as soon as possible.
tackled the less impact it improvements in productivity,
will have. Whether an employer is a small retention of staff and a reduction
business or a large corporation, in sickness absence when
If you think that an employee
the law requires all employers to tackling work-related stress.
is having problems,
assess the risk of work-related
encourage them to talk to
stress and to put steps in place
someone, whether it’s their
to tackle those risks.
line manager, trade union
representative, GP or their
occupational health team.

Using your Talking Toolkit
Starting the conversation is an There is no strict format for

important frst step towards these conversations, or how line The law requires all
preventing work-related stress managers should conduct them, employers to assess the
and developing the actions and the layout of the toolkit is risk of work-related stress
and stress risk assessment not prescriptive. An employer and to put steps in place to
employers need to comply with could ask a line manager to hold tackle those risks.
the law. one a week or one a month. The
The Talking Toolkit can form
conversations could focus on
The Talking Toolkit should part of an organisation’s
just one topic or cover all six.
not be used in isolation as an response but should not
employer’s only response if The conversations can ft into an be used in isolation as the
there is an existing problem existing one-to-one, they could employer’s only measure to
with work-related stress in the be built into the next training day prevent stress.
organisation. It can be provided or a new meeting could be set
to line managers to help them up solely to talk about stress and
start to have simple, practical how to prevent it.
conversations with employees.
Importantly, employers should
Conversation 1 Demands
The toolkit has six templates for make sure that there is time
six different conversations. Each available for line managers Conversation 2 Control
of these has a different theme and employees to have these
Conversation 3 Support
designed to get line managers conversations. The toolkit also
and employees talking about relies on both managers and Conversation 4 Relationships
issues which may be causing employees having an open and
Conversation 5 Role
work-related stress or issues honest conversation.
which could have the potential Conversation 6 Change
Line managers should listen
to become future causes if not
to what is being said rather
managed properly.
than trying to offer excuses
For each conversation, the frst or explanations. Action points
sheet gives the line manager and solutions should be agreed
a series of questions to start together. The important thing
discussions with an employee is to start talking and to start
about the causes of stress. The planning.
second sheet helps the line
manager to develop ideas for
how to begin tackling causes.

What happens next?
The Talking Toolkit is just one Importantly, if you discover that

step on the journey towards someone is experiencing stress
managing work-related stress or a mental health problem,
and bringing in measures needed they should be encouraged
to address the risks and help to talk to someone, whether
your organisation comply with it’s a manager, their trade
the law. union representative, GP or
occupational health team.
After you complete the six
conversations, you should Remember, although employers
have built up a picture of the have a legal duty to protect
potential causes of stress in your employees from stress at work,
organisation. diagnosing and treating stress
isn’t their responsibility.
There are suggestions
throughout this toolkit on tackling The ‘Sources of further advice’
the issues. You may decide to section (pages 21 and 22) points
implement the Management you in the direction of other
Standards, HSE’s approach for useful guides, workbooks and
preventing stress at work. tools for both managing and
preventing work-related stress.
The approach helps identify and
manage the six causes of stress
at work, providing advice on
how to build the business case
for taking action, and how to
involve the management team
and all employees across your
organisation to work together to
tackle the problems.
The approach also advises
on how and when to involve
your employees in gathering
information on problems by
organising focus groups, surveys
and working groups to identify
solutions which are relevant to
where you work.

Conversation One: Demands
How your employee • They are able to cope with the demands of their job.
should feel
• They are provided with achievable demands in relation to
the hours they work.
• Their skills and abilities are matched to the demands of
their job.
• Concerns about their work environment are addressed.
Go through the following questions with your employee or team

Does your workload feel achievable? Think about which tasks take up the most time and how your
organisation copes at busy times.
Do you feel the deadlines you are given are realistic? Do you often have conficting deadlines?
Have you had the right training to carry out the core functions of your job?
What improvements or support could be put in place to help with any of the issues you have talked
about? Think about you, your line manager, your organisation.
Set a date to revisit these proposed changes

Conversation One: Demands
Working patterns ● If you’re a team leader or

Did you know that in 2018 the supervisor, learn to say no to
● Allow regular breaks,
Duke of Cambridge launched work if your team is already at
especially when the work
www.mentalhealthatwork. full capacity.
is complex or emotionally
org.uk from Heads Together
demanding. ● Consider the introduction of a
and Mind? It brings together
work/life balance policy.
resources, training and ● Consider changes to start and
information – providing end times to help employees
Environment
the tools needed to make cope with pressures outside
workplace wellbeing a work, like childcare or ● Assess the risk and impact of
priority. Find out more at: commuting. other potential hazards and
www.mentalhealthatwork. take steps to deal with them
org.uk Workload by consulting with employees
and others. For example, to
● Hold regular meetings, both
deal with the potential hazard
with individuals and as a
of violence and aggression,
team, to discuss anticipated
you could seek advice from
workloads (and to deal with
The Chartered Accountants the police or a specialist
any predicted busy times).
Benevolent Association charity.
have produced a toolkit ● Provide training to help
● Provide training to help
for how people can reduce employees prioritise.
employees deal with and
their workload to reduce
● Develop a system to notify defuse diffcult situations.
stress. The tips are relevant
employees of unplanned tight
to most workplaces and ● Take steps to reduce
deadlines and any exceptional
can be found by searching unwanted distraction,
need to work long hours.
for ‘workload’ on www. disturbance and noise levels.
mentalhealthatwork.org. ● Identify blocks of time to
uk allow for genuine collaborative
planning.
Agreed action plan

Conversation Two: Control
• They are consulted over the way their work is organised

and undertaken, eg through regular meetings, one-to-ones,
performance reviews.
• They have regular opportunities for discussion and input at
the start of projects or new pieces of work.
• They are encouraged to use their skills and initiative to do
their work.
• They are consulted over things affecting their work.
• They are encouraged to develop new skills and undertake
new and challenging pieces of work.
Go through the following questions with your employee or team.

Do you feel involved in how decisions about your job are made? Think about whether you feel
listened to and trusted, how you are consulted and any opportunities for input.
Do you feel your skills are used to good effect? How could your existing skills be used more effectively?
Do you feel you have a say in how your work is organised and undertaken?

Conversation Two: Control
Communication Decisions
TUC General Secretary
● Help employees to have a ● Talk about the way decisions
Frances O’Grady said: ‘It’s
say over the way their work are made.
in no one’s interest to have
is organised and undertaken
an overstretched workforce, ● Allow and encourage people
through project meetings,
as anxious employees are to participate in decision
one-to-ones and performance
less productive and are making, especially where it
reviews.
more likely to take time off.’ affects them.
● Hold regular discussion
forums during the planning Skills and training
stage of new work to talk
● Talk about the skills people
about the anticipated methods
have and if they believe they
of working.
are able to use these to good
● Allocate responsibility to effect.
teams rather than individuals
● Talk about how people would
to take projects forward.
like to use their skills.
● Allow employees some control
● Consider personal
over the pace of their work.
development/training plans,
where you ask employees
to think about the skills they
would like to develop.
Agreed action plan

Conversation Three: Support
• They receive information and support from other employees

and their managers.
• The organisation has systems in place to enable and
encourage managers to support their employees and for
employees to support one another.
• They know what support is available and how to access it.
• They know how to access the resources they need.
• They receive regular and constructive feedback.

Do you feel that your organisation is a positive place to work and that you are valued? Think about the
working environment, the support available and the opportunities to talk about support you may need.
Do you know who to talk to and where to go when you need support? Think about where you would
go for help if you were experiencing an issue and whether you would feel comfortable doing so.
Do you feel there are enough opportunities to discuss any emerging issues or pressures?

Conversation Three: Support
Support Training
Did you know that Mind offer
● Hold regular one-to-one ● Regularly consult with people
free resources to support
and team meetings to talk to ensure training is up to
you and your employees’
about any emerging issues or date.
mental health at work?
pressures.
Wellness Actions Plans ● Offer access to counsellors or
(WAPs) help you to take ● Include work-related stress or training in basic counselling
practical steps to ensure pressures as a standing item skills.
you are supported when for meetings with employees
you aren’t feeling great. and/or performance reviews. Environment
● Consider buddying systems ● Assess the risk of physical
or work shadowing to improve violence and verbal abuse by
understanding of roles across consulting with employees
the team. and others, such as the police
Research from Mind shows
and charities.
that 30% of employees ● Find examples of how people
disagreed with the statement, would like, or have received, ● Provide training to help
‘I would feel able to talk good support from managers employees deal with and
openly with my line manager or employees. defuse diffcult situations.
if I was feeling stressed.’
By discussing these issues Resources
and building trust, people
● Share information on areas
may feel more confdent to
of support available with your
talk about their problems –
employees like assistance
helping the organisation to
programmes, charities,
tackle them early.
occupational health and
external organisations.
● Talk about the ways your
organisation can provide
support if someone is
experiencing problems outside
work.
Agreed action plan

Conversation Four: Relationships
• They are not subjected to unacceptable behaviours such as

bullying or harassment at work.
• The organisation promotes positive behaviours at work.
• The organisation has agreed policies and procedures to
prevent or resolve unacceptable behaviour.
encourage managers to deal with unacceptable behaviour.
encourage employees to report unacceptable behaviour.

Have you experienced or witnessed unacceptable behaviour at work? Do you feel satisfed with how
was this dealt with?
Do you feel that honest, open communication is encouraged in your organisation?
Do you feel that you know where to go and what to do if you experience or witness unacceptable
behaviour? Do you feel confdent that steps will be taken to stop this behaviour?

Conversation Four: Relationships
● Have an agreement with ● Encourage and provide

The ‘Sources of further employees and senior leaders opportunities for employees to
advice’ section (pages on which behaviours are socialise together.
21 and 22) includes links unacceptable.
● Make sure that you are
to HSE’s free stress risk
● Have a written policy for providing the same level of
assessment template,
dealing with unacceptable support and communications
example risk assessments
behaviour and procedures for for employees who work in
on stress written for small
reporting incidents. isolation like lone workers or
businesses and links to
those in separate locations.
Acas guidance on bullying ● Regularly communicate these
and Equality and Human policies and procedures to ● Find ways to celebrate
Rights Commission (EHRC) employees and make sure that success.
guidance on harassment. they are understood.
● Have a confdential system for
people to report unacceptable
behaviour.
In 2016/17, on average, 24 ● Encourage good
working days were lost for communication and provide
every case of stress, anxiety training to help, such as
or depression caused or listening skills, confdence
made worse by work. building and assertiveness.
Agreed action plan

Conversation Five: Role
• They understand their role and responsibilities.

• The organisation provides information to enable them to
understand their role and all of their responsibilities.
• The requirements the organisation places on them are clear.
• They are able to raise concerns about any uncertainties or
conficts they have in their role and responsibilities through
the systems that the organisation has in place.

Do you feel clear on what your responsibilities are?
Are you clear on what your performance objectives are and what success looks like for you, your
area/department and the organisation? Do you feel that they are achievable?
Do you feel you understand how work is structured in your department and in the wider
organisation? Do you know who is doing what and why and how your role fts in?

Conversation Five: Role
New starters ● Introduce or revise job

Did you know that stress, descriptions with the
anxiety and depression ● Give all new employees a
involvement of the employee
caused or made worse by thorough induction into your
to ensure the core functions
work accounts for more organisation and its policies
and priorities are clear.
than half of all the working and procedures. Include
days lost to sickness details of where to get
Role
absence in Great Britain’ support or who to speak to
about stress. ● Introduce personal work
plans which are aligned to
Communication the objectives of the team/
organisation.
Mind and Time to Change’s ● Provide clear work objectives.
toolkit, ‘Tackling stress in ● Introduce or revise job
● Defne work structures clearly
the workplace: what you can descriptions to ensure the
so that all team members
do’ brings together different core functions and priorities
know who is doing what
organisations’ resources on are clear.
and why.
work-related stress. To fnd
● Review job descriptions
out more, select ‘Toolkits’ at ● Hold regular one-to-one
regularly, especially following
www.mentalhealthatwork. meetings to ensure people are
change, and discuss training/
org.uk clear about what is planned
retraining regularly too.
for the coming months.
● Agree specifc standards of
performance for individual
tasks and review regularly.
● Hold regular team meetings to
enable employees to discuss
any issues.
● Display departmental/
organisational targets
and objectives.
Agreed action plan

Conversation Six: Change
• The organisation engages with them frequently when

undergoing change.
• They are provided with timely information, enabling them to
understand the reasons for proposed changes.
• They are consulted on changes and provided with
opportunities for them to infuence proposals.
• They are aware of the probable impact of any changes to their
job and, if necessary, they are given training to support any
changes in their job.

Do you feel that your organisation handles change well?
Do you feel you are properly consulted when changes are made which affect you and your role?
Do you feel the reasons for the change are explained well?
Do you feel that you are involved in the planning process when changes are made?

Conversation Six: Change
Consultation Communication
Never underestimate the
● Defne and explain key steps ● Start communication early
effects of ‘minor’ changes.
of changes being made. and, as far as possible, make
Seemingly small changes
it a two-way conversation.
can have a big impact on ● Consult employees early
people’s ways of working, and throughout the change ● Explain what the organisation
their morale and level of process. wants to achieve and why it
work-related stress. is essential that the change
● Build in consultation and
takes place.
support as key elements of
any change process. ● Explain the timescales of
changes and how changes will
● Involve employees in the
impact directly on them.
planning process.
● Have an agreed system for
● Provide a system for
communicating to employees
employees to comment and
why a change is happening.
ask questions before, during
and after the change. ● Have agreed methods of
communication (such as
● Review how the change will
meetings, notice boards,
impact on departmental and
letters, email and feedback
individual objectives and
forms) and their frequency.
workloads.
● Don’t rely on a single
● Include training/retraining
communication route – most
needs as part of your change
people may have access to
process.
a PC in work but what about
those who don’t, or those who
work off-site?
● Make sure that employees
are aware of the impact of the
change being made on their
jobs. Talk about the potential
need for (re)training.
Agreed action plan

Sources of further advice
Stress Mental health
HSE’s guidance on work-related The government commissioned

This Talking Toolkit stress: www.hse.gov.uk/stress Lord Stevenson and Paul
can form part of your Mind has guidance on stress
Farmer to review the role of
employers supporting individuals
organisation’s response and how to manage it: https://
with mental health conditions.
www.mind.org.uk/information-
to preventing work- support/types-of-mental-health-
Their ‘Thriving at Work’ report
sets out ‘Core Standards’ that
related stress. If people problems/stress/what-is-stress/
the reviewers recommend
you work with are Healthy Working Lives (Scotland) employers of all sizes can and
provide information and should put in place. You can
experiencing stress, they guidance on tackling stress in read the full report at: www.
should be encouraged to the workplace: https://www. mentalhealthatwork.org.uk/
healthyworkinglives.scot/ resource/thriving-at-work-the-
talk to someone, whether workplace-guidance/mental- stevenson-farmer-review-of-
it’s a manager, their trade health/Pages/stress-at-work. mental-health-and-employers
aspx
union representative, Mind’s free Wellness Action
Plans are an easy, practical way
GP or an occupational of helping people to support
health team. their own mental health at
work: https://www.mind.org.uk/
Samaritans provide workplace/mental-health-at-
work/taking-care-of-your-staff/
confdential, non- employer-resources/wellness-
judgemental emotional action-plan-download/
support for people Business in the community, in
partnership with the UK Health
experiencing feelings Security Agency has created
of distress. the Mental Health for Employers
Toolkit, to help them build a
Telephone: 116 123 culture that champions good
mental health: https://www.bitc.
(24 hours a day, org.uk/toolkit/mental-health-for-
free to call) employers-toolkit/
Website:
www.samaritans.org

Violence, bullying
and harassment or Tools and templates
discrimination from HSE
Heads Together and Mind’s HSE guidance on ways to HSE’s stress indicator and
website brings together prevent, manage and respond analysis tools can be used to
resources, training, information to complaints of inappropriate assess the level of work-related
and tools to make workplace behaviour: https://www.hse.gov. stress within your organisation.
wellbeing a priority: www. uk/violence/
An action plan template can
mentalhealthatwork.org.uk/
Acas advice – Bullying and be used to plan how your
Training opportunities available harassment at work: a guide organisation will tackle the
online can help improve for managers and employers: identifed stressors.
awareness about mental health https://www.acas.org.uk/
The tools and template are
and develop key skills. If you’re handling-a-bullying-harassment-
available at: https://www.
based in Scotland, you can discrimination-complaint
hse.gov.uk/stress/standards/
access NHS Health Scotland’s
CIPD advice – Harassment downloads.htm
Mentally Healthy Workplaces
and bullying at work:
course: https://learning. Stress risk assessment examples
https://www.cipd.co.uk/
publichealthscotland.scot of how smaller organisations
knowledge/fundamentals/
can approach risk assessment:
Healthy Working Wales is a emp-law/harassment/
www.hse.gov.uk/stress/risk-
Welsh Government programme factsheet?IsSrchRes=1
assessment.htm
helping employers support
EHRC has advice on
people in Wales to stay ft and
tackling discrimination and
healthy so they can remain in
harassment: https://www.
employment, or return to work
equalityhumanrights.com/en
following a period of ill health.
They offer free resources on See Me in Work (Scotland),
mental health and stress: https:// Preventing unlawful
phw.nhs.wales/services-and- discrimination – A checklist
teams/healthy-working-wales/ for employers: http://www.
seemescotland.org/media/7643/
Mind Cymru runs the Time to
employers-checklist.pdf
Change campaign for Wales:
https://www.mind.org.uk/ See Me in Work (Scotland),
news-campaigns/mind-cymru- Understanding stigma: https://
campaigns/time-to-change- www.seemescotland.org/stigma-
wales/ discrimination/

Further information
For information about health and safety, or to report
inconsistencies or inaccuracies in this guidance,
visit www.hse.gov.uk. You can order HSE priced
publications at https://books.hse.gov.uk
HSE priced publications are also available from
bookshops.
This publication is available on the HSE website at
www.hse.gov.uk/stress/talking-toolkit.htm
This guidance is issued by the Health and Safety
Executive. Following the guidance is not compulsory,
unless specifcally stated, and you are free to take
other action. But if you do follow the guidance you
will normally be doing enough to comply with the
law. Health and safety inspectors seek to secure
compliance with the law and may refer to this guidance.
© Crown copyright If you wish to reuse this information
visit www.hse.gov.uk for details.
First published 11/21.
Published by the Health and Safety Executive 11/21.

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Talking Toolkit

Preventing work-related stress

Introduction – For employers 4

Preventing work-related stress | 3

4 | Preventing work-related stress

Starting the conversation is an There is no strict format for

Preventing work-related stress | 5

The Talking Toolkit is just one Importantly, if you discover that

Preventing work-related stress | 7

Go through the following questions with your employee or team

Set a date to revisit these proposed changes

8 | Preventing work-related stress

Working patterns ● If you’re a team leader or

Agreed action plan

Set a date to revisit these proposed changes

Preventing work-related stress | 9

• They are consulted over the way their work is organised

Go through the following questions with your employee or team.

Set a date to revisit these proposed changes

10 | Preventing work-related stress

Agreed action plan

Set a date to revisit these proposed changes

Preventing work-related stress | 11

• They receive information and support from other employees

Go through the following questions with your employee or team.

Set a date to revisit these proposed changes

12 | Preventing work-related stress

Agreed action plan

Set a date to revisit these proposed changes

Preventing work-related stress | 13

• They are not subjected to unacceptable behaviours such as

Go through the following questions with your employee or team.

Do you feel that honest, open communication is encouraged in your organisation?

Set a date to revisit these proposed changes

14 | Preventing work-related stress

● Have an agreement with ● Encourage and provide

Agreed action plan

Set a date to revisit these proposed changes

Preventing work-related stress | 15

• They understand their role and responsibilities.

Go through the following questions with your employee or team.

Set a date to revisit these proposed changes

16 | Preventing work-related stress

New starters ● Introduce or revise job

Agreed action plan

Set a date to revisit these proposed changes

Preventing work-related stress | 17

• The organisation engages with them frequently when

Go through the following questions with your employee or team.

Set a date to revisit these proposed changes

18 | Preventing work-related stress

Agreed action plan

Set a date to revisit these proposed changes

Preventing work-related stress | 19

Stress Mental health

HSE’s guidance on work-related The government commissioned

Preventing work-related stress | 21

22 | Preventing work-related stress

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