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Stress Talking Toolkit
Stress Talking Toolkit
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.
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.
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.
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?
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.
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.
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?
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.
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.
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?
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.
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?
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.
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?
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.
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.
Website:
www.samaritans.org