Prevention and management of work-related-stress policy

1.1 Oxford Brookes University is committed to achieving a positive and supportive working environment which protects and promotes the health and wellbeing of its employees and enhances the employee experience. The University therefore seeks to promote a culture in which the University, its Line Managers and Employees are committed to working together to minimise the risk of work-related stress (WRS) and to provide appropriate support when required. 

1.2 The University recognises that it has a duty of care towards its staff and a legal obligation to provide a safe working environment. Specifically, the University has a legal duty under the Health and Safety at  Work Act 1974 and the Management of Health and Safety at Work Regulations 1999 to identify, assess and respond to occupational causes of stress.

2.1 This policy sets out the University’s commitment to, and arrangements for, reducing the impact of WRS.

2.2 The aim of this Policy is to ensure effective stress management by combining preventive measures with support for affected Employees. The primary focus is prevention, seeking to stop problems from developing to the point where people are negatively affected. Proactive actions are more beneficial for the individual, as well as being generally more economical and less disruptive than dealing with problems after they've occurred. 

3.1 Oxford Brookes has adopted the Health and Safety Executive’s (HSE) definition of WRS: ‘The adverse reaction people have to excessive pressures or other types of demand placed on them  at work.’ 

3.2 This definition makes the distinction between pressure, which can be stimulating and motivating if managed correctly; and stress, which can occur when pressure or other demands become excessive.  

4.1 This policy applies to all University Employees.  Support for students who are experiencing difficulties can be sought from Student Support Services.

 5.1 The University will seek to minimise the potentially harmful effects of WRS by: 

• Promoting good management practices
• Increasing awareness and understanding of WRS issues through training and health promotion
• Adopting a risk-based approach to the management of potential stressors in the workplace.
• Identifying workplace stressors and managing the risks that arise from them to minimise the effects of WRS
• Providing appropriate guidance, information, and related resources to support managers in implementing the University’s agreed WRS management procedures
• Consulting with Trade Union Safety Representatives on proposed action relating to the prevention of workplace stress
• Providing confidential counselling for individuals affected by WRS or external factors which impinge on their work
• Ensuring all reports of WRS are appropriately dealt with and the possible causes are identified.

5.2 This policy recognises the duty of care the University has towards its Employees and the legal duty it has to identify, assess and respond to occupational causes of stress. It also notes the responsibility of every Employee to take reasonable care of their own health and wellbeing and to take advantage of opportunities for counselling, training or other relevant activities when recommended. Therefore the procedures encourage an appropriate level of personal responsibility and engagement with available resources.

Taking a risk-based approach to WRS

6.1 The HSE advocate using a systematic and structured approach to understand:

• What are the factors that can lead to stress?
• Who might be at risk?
• What are we already doing to manage the risk - is it working?
• What further action is necessary?

6.2 This should include an assessment of the current situation using relevant pre-existing data, surveys and other techniques and involve active discussion and working in partnership with Employees and their representatives, to help decide on practical improvements that can be made.

6.3 The HSE provides a framework of Stress Management Standards to support organisations to take a risk-based approach to WRS. These are intended to help simplify risk assessment for work-related stress by:

• Identifying the main risk factors that can lead to WRS
• Helping employers focus on the underlying causes and their prevention
• Providing examples of good practice against which organisations can gauge themselves.

6.4 The University uses the HSE Stress management standards and Robertson-Coopers Six Essentials for Wellbeing to inform its risk-based approach. The main risks and associated examples of good practice can be found in Appendix 1.  

University-level risk assessment activity

6.5 When assessing WRS risks it is important to identify organisational-level issues that have the potential to impact groups and large numbers of Employees. The University will therefore undertake a periodic whole University Stress Risk Assessment informed by HSE guidance.

6.6 The University-level WRS risk assessment will include survey data and other data such as absence management and occupational health (OH)  statistics, to give a holistic picture of the incidence of work-related stress at the University. These will be used to identify ‘hot spots’ where stress is identified as a particular issue within the University and any common themes and trends.   

6.7 Where common themes or trends are identified, further activity will be undertaken to consider possible resolutions for consideration by the VCG and appropriate action plans will be developed. This activity will be guided by a Stress Risk Assessment Steering Group set up for the task consisting of relevant stakeholders and Trade Union representatives. The Steering Group will establish means to enable active discussion with relevant employees to help identify and inform practical improvements. 

6.8 The general efficacy of interventions will be reviewed and monitored through ongoing staff surveys and other staff engagement mechanisms. Where longer-term activities and/or projects are identified to reduce a risk these will be incorporated into relevant operational plans and strategies such as the People and Culture Operational plan.  An update will be provided annually to the University’s Health, Safety and Welfare Strategic Committee to provide an overall update on progress across the activities identified in the University-level Stress Management Risk Assessment.

Faculty and directorate-level 

6.9 Where ‘hotspots’ are identified within specific faculties or directorates as part of the University-level WRS risk assessment or other activities, the relevant Strategic People Partners (SPP) will engage with the senior management teams and work with them to address any localised issues highlighted. The focus will be on consideration of the efficacy of current practices, where there may be gaps and what further action is necessary.  

6.10 Senior managers should also take a proactive approach to the management of WRS in their areas. Independent of the wider University WRS management activities, should it become apparent that there is an increased risk or incidence of WRS within an area, for example, elevated levels of WRS absence, then guidance should be sought from the SPPs with a view to conducting a local WRS risk assessment exercise (Appendix 2)  This includes examples of potential controls and actions applicable at faculty and directorate level.

6.11 Proactive consideration is also important when planned changes at work could impact on Employees, directly or indirectly, in such a way that it is foreseeable that they could find it stressful. Those involved in leading change should ensure appropriate consideration of the guidance relating to the risks associated with change takes place and that appropriate mitigation measures are undertaken.

Individual level

6.12 Individual WRS issues may come to light at any time throughout the year, for example as a result of sickness absence or other indicators, and should be addressed by the Line Manager at the first appropriate opportunity.  Line Managers should refer to the actions to support staff and wider stress management guidance available on the web pages. This also takes a risk-based approach to consider what factors could be leading to WRS and consider appropriate support and mitigation measures.  Further guidance can be sought from the relevant Faculty or Directorate’s People Managers.

Awareness, understanding and good management practices

6.13 This Prevention and Management of Stress in the Workplace Policy forms part of a wider University approach to employee health and wellbeing as outlined in our Wellbeing at Work Strategy, which in turn underpins our People and Culture Strategy. These activities are intended to work together to achieve a positive and supportive working environment which protects and promotes the health and wellbeing of our Employees and enhances the overall employee experience.   

6.14 There is a suite of employment policies and guidance designed to support staff, promote a positive working environment and directly contribute to the proactive management of WRS. Particular attention is drawn to the Anti-Harassment and Discrimination policy, Work-life Balance policies, Family policies and those relating to resolving issues at work.

Awareness and understanding

6.15 The University provides a range of health and wellbeing information and resources for staff which includes specific information and guidance on stress and strengthening personal resources. This is further supported by a range of related workshops and e-learning and wellbeing events and activities. 

Good management practices

6.16 The promotion of good management practices is fundamental to the management of WRS as well as the wider employee experience. The University has a Leadership and Management Framework which sets out its expectations for Line Managers and provides a range of management and leadership development activity and guidance and resources for Line Managers to support this.

6.17 The University provides health and wellbeing guidance for Line Managers that includes guidance on the prevention and management of WRS specifically. It sets out Line Manager roles and responsibilities in the prevention and management of WRS, how to recognise stress, how to proactively reduce stress in the workplace and how to support Employees affected by stress.

6.18 Line Managers are also encouraged to engage with the health and wellbeing-related learning and development resources available particularly the Creating Good Day at Work - Your Role as a Manager e-learning.

Vice-Chancellor

7.1 The Vice-Chancellor is responsible to the Board of Governors for the management of health, safety and welfare across the University including WRS.  

Pro-Vice-Chancellors/Directors

7.2 The Pro-Vice Chancellors/ Directors are responsible for;

• Role-modelling and encouraging good management practices and engagement with the provided resources and training.
• Ensuring a risk-based approach to the management of WRS within the Directorate or Faculty.
• Engagement with University level WRS risk assessment activities and action planning. 
• Active implementation and promotion of the principles and behaviours that minimise WRS.
• Where there are organisational changes being planned, ensure that the possible impact of these on Employee WRS is appropriately considered.
• Ensuring that bullying, harassment and discrimination are not tolerated in their Faculty or Directorate.

Chief People Officer

7.3 The Chief People Officer is responsible for;

• Acting as VCG champion and sponsor actively promoting a culture in which the University is committed to minimise the risk of work-related stress (WRS).
• Engaging and communicating with staff about this issue and raise awareness.
• Ensuring appropriate capabilities within the People Directorate to support this policy, related procedures, guidance and resources.
• Engaging effectively with Trade Union Representatives to ensure appropriate workforce involvement in change processes.
• Providing relevant data and feedback to the University's Health, Safety and Welfare Strategic Committee.  

Director of Organisational Effectiveness and Development

7.4 The Director of Organisational Effectiveness and Development is responsible for;

• Ensuring appropriate policy, procedures, guidance and resources are in place to support the prevention and management of WRS as part of the wider Wellbeing at Work Strategy.
• Ensuring appropriate guidance is in place as to what constitutes good management and leadership practices to set clear expectations and standards for Line Managers across the University.
• Ensuring the provision of appropriate leadership and management development activities to support good management practice and knowledge and skills relating to the management of WRS. 
• Overseeing the provision of information, guidance and resources relating to workplace wellbeing and stress management, ensuring a ‘one-stop shop’ for Line Managers and Employees. 
• Supporting the implementation of relevant actions identified by Employees as part of the WRS Risk Assessment and monitor and review their effectiveness as appropriate.

Director of Occupational Health & Safety

7.5 The Director of Occupational Health and Safety is responsible for;

• Working closely with the Director of Organisational Effectiveness and Development to support the development of appropriate WRS-related policies and procedures and wider Wellbeing at Work Strategy.
• Ensuring appropriate Health and Safety and OH involvement and representation in the conduct of university-level WRS risk assessments and providing a focus for expertise on undertaking risk assessments.
• Ensuring appropriate arrangements are in place to provide OH advice and guidance to Line Managers in support of the policy and related procedures.
• Ensuring appropriate arrangements are in place concerning the provision of counselling for those affected by WRS.
• Ensuring appropriate employee assistance provisions are in place e.g. Employee Assistance Programmes.
• Contributing towards relevant training for Line Managers.
• Implementing relevant actions identified by Employees as part of the WRS Risk Assessment and monitoring and reviewing their effectiveness as appropriate.

Deputy Director People Operations

7.6 The Deputy Director People Operations is responsible for;

• Ensuring an appropriate framework of employment policies and guidance designed to support staff and promote a positive working environment are in place, up to date, and aligned with good practice.
• Ensuring sufficient capability and capacity within People Operations to support the requirements of the Policy in relation to the Faculty and Directorate level and Individual level activities.
• Ensuring appropriate management information and data are available to support WRS Risk Assessment and other monitoring activities to support the prevention and management of WRS.
• Working with Learning and Development to ensure appropriate training within the People Directorate concerning the implementation of the relevant policies and procedures.
• Implementing relevant actions identified by Employees as part of the WRS Risk Assessment and monitoring and reviewing their effectiveness as appropriate.

Equality Diversity and Inclusion Director 

7.7 The Equality, Diversity and Inclusion Director is responsible for;

• Ensuring relevant employment policies and guidance designed to support Employees and promote a positive working environment are up to date and aligned with good practice (e.g. Anti-Harassment and Discrimination Policy). 
• Working with Learning and Development to ensure appropriate training concerning the implementation of the relevant policies and procedures.
• Implementing relevant actions identified by Employees as part of the WRS Risk Assessment and monitoring and reviewing their effectiveness as appropriate.

Strategic People Partners

7.8 The Strategic People Partners are responsible for;

• Supporting the communication and wider operationalisation of the policy, procedures, guidance and resources to support the prevention and management of WRS as part of the wider Wellbeing at Work Strategy.
• Supporting Faculty/Directorate management teams to proactively review relevant data, including absence management metrics, to identify and where necessary address localised risk factors relating to WRS via a local-level Stress Risk Assessment.
• Where organisational changes are being planned, working with Faculty and Directorate management teams to ensure that the possible impact of these on Employee WRS is appropriately assessed.
• Supporting Faculty and Directorates to build good management and leadership practices aligned to the Leadership and Management Framework and engagement with available leadership and management development activities.

People Managers

7.9 The People Managers are responsible for;

• Reviewing and implementing the employment policies and guidance designed to support Employees and promote a positive working environment (e.g work-life balance policies, family policies and those relating to resolving issues at work).
• Providing effective guidance, advice and training in the application of the employment policies and guidance to support the understanding and consistent application by Line Managers.
• Effectively support Line Managers in managing individuals experiencing stress and return to work arrangements.

Line Managers and Supervisors 

7.10 Individual Line Managers and Supervisors at all levels have a key role in creating an environment which minimises workplace stressors and the effective management of WRS.  They must:

• Conduct and implement recommendations of risk assessments within their areas.  
• Ensure good communication between management and employees, particularly where there are organisational and procedural changes.  
• Ensure Employees are fully trained to discharge their duties.  
• Ensure Employees are provided with meaningful developmental opportunities.  
• Consider workloads to ensure, as far as possible, that jobs are realistic and manageable and people are not overloaded.
• Monitor working hours and overtime to ensure that staff are not overworking. 
• Monitor holidays to ensure that individuals take breaks and comply with working time legislation.
• Attend training as requested in good management practice and health and safety.  
• Ensure that bullying and harassment are not tolerated.  
• Be vigilant and offer additional support to individuals experiencing stress outside of work e.g., bereavement or separation.
• Manage absence in accordance with the Managing Absence from Work Due to Ill-Health Policy.

Employees

7.11 Employees are responsible for;

• Taking reasonable care of their health and wellbeing and cooperating with the University in any measures taken to reduce WRS.
• Being committed to avoiding or causing health and wellbeing problems for other Employees, including acting in accordance with the principles of the Anti-Harassment and Discrimination Policy.
• Being proactive in identifying occasions when they may be suffering from health and wellbeing problems, either work-related or due to external factors and alert their Line Manager to these where appropriate. The University recognises that, where the Line Manager may be seen as a cause of WRS, in part or in full, concerns over this can be immediately taken to a more senior manager.
• Where Employees feel unable to discuss the issues with their Line Manager, they are encouraged to discuss it with a representative from the People Directorate, or their Trade Union Representative.  
• Taking advantage of opportunities for counselling, training or other relevant activities when recommended, to include making use of the Employee Assistance programme.
• Keeping accurate records of sickness absence and annual leave on the appropriate University system and taking breaks as required by legislation.

Data and Confidentiality

7.12 Records that are related to the Line Management of an Employee are to be retained in accordance with the University’s Record Retention Schedule which can be found on the Information Security Management webpages.

Further Information and Support

7.13 Whilst the focus of this policy is to seek to prevent the occurrence of WRS, it is recognised that individuals may still be negatively affected by it. The University will therefore ensure that appropriate measures are in place to support individuals and Line Managers.  

Employees

7.14 The following support will be provided to Employees:

• Line managers provide a critical first line of support when it comes to WRS. The University provides relevant resources and training to support them to do this effectively (see section 7.16).
• The EAP provides Employees with both online resources and access to confidential advice, support and counselling.  
• Access to Mental Health First Aiders (MHFA).

7.15 If the Employee is a member of a Trade Union, they can talk to their representative who may be able to attend meetings with them and support them in developing solutions to the stress.

Line managers

7.16 The following support will be provided to Line Managers:

• OH - Where Line Managers are concerned about an Employee they are able to refer that Employee to OH for advice and guidance. 
• People Directorate - People Managers can provide support to Line Managers in relation to individual WRS concerns  The Strategic People Partners can provide guidance in relation to addressing wider concerns about an increased risk or incidence of WRS within an area.
• EAP - Support for Line Managers including a helpline where Line Managers can seek further advice or support about managing stress, as well as a resource to signpost individuals who may benefit from counselling or advice relating to issues outside of the workplace.

• The Leadership and Management Development offer - Activities to increase Line Managers' confidence and competence around having conversations about wellbeing with individuals.

• Appendix 1 - Main risks related to WRS and associated examples of good practice
• Appendix 2 - Stress Risk Assessment Template - University/Faculty/Directorate level