Transcript Document

Health
Healthand
andSafety
Safety
Executive
Executive
Framework Agreement on Work-Related
Stress European Framework
HSE: Management Standards on Work-Related
Stress in the UK
Peter J Kelly
Higher Occupational Health Psychologist
HSE Health Psychology Unit
Email: [email protected]
For more information visit www.hse.gov.uk/stress
Management Standards Approach
Background:
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Launched November 2004
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HSE Inspectors being trained on what to look
for
Legal status ‘guidance’
Approach has been piloted with willing 100
64 workshops taken place within five primary
sectors SIP 2
The Management Standards Approach
Timeline:
Real Solutions
Real People
HSC Discussion
document: Managing
Stress at Work
HS(G)116
Stress at work
94
95
Cox: Stress
Research &
Management
96
SIP1
Public
Consultation
Pilot of draft
Standards
97
Cox et al: Risk
management
approach to the
prevention of
WRS
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99
00
EC: WRS Spice
of life or kiss of
death?
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02
HS(G) 218
Tackling workrelated stress
DETR:
Revitalising
Health & Safety
HWS
Workshops
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04
05
Work & Stress:
Technical
papers
published
HEBS: Work
Positive
SIP2
06
07
Enforcement!
HS(G) 218
Managing The
Causes of Workrelated Stress
Launch of
Management
Standards
The Management Standards Approach
1. Identify the hazards:
Understand The Management Standards
5. Monitor & review:
Monitor actions
2. Who can be harmed and how:
Gathering data
4. Record findings:
Action Planning
3. Evaluate the risk and take action:
Linking problems to solutions
Understand the Management Standards
The six areas are:
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Demands: workload, work patterns, and the work environment
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Support: encouragement, sponsorship and resources provided
by the organisation, line management and colleagues
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Relationships: promoting positive working to avoid conflict and
dealing with unacceptable behaviour
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Role: Whether people understand their role within the
organisation and whether the organisation ensures that they do
not have conflicting roles
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Change: How organisational change (large or small) is
managed and communicated in the organisation.
Control: How much say the person has in the way they do
their work
The Management Standards
DEMANDS:
The standard is that:
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Employees indicate that they are able to cope with the demands of their
jobs; and
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Systems are in place locally to respond to any individual concerns.
States to be achieved are:
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The organisation provides employees with adequate and achievable
demands in relation to the agreed hours of work;
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People’s skills and abilities are matched to the job demands;
Jobs are designed to be within the capabilities of employees; and
Employees’ concerns about their work environment are addressed.
Sector Implementation Plans (SIP)
SIP1 (Willing 100)
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68 Organisations from five primary sectors completed
programme
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Evaluation completed
SIP2
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64 Workshops held in 2006/07
Approx 1800 delegates form 900 organisations
3 tier support (phone, master class, consultant selection)
Follow up inspections 07/08
Evaluation underway
Enforcement!
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100 HSE Inspectors have been trained in WRS
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Inspections being carried out on a targeted basis
Guidance issued to Inspectors on what to look for
Follow-up inspections within five primary sectors
(health, central & local gov, education and finance)
Inspections will focus on interventions rather than
process issues
Healthy Workplace Solution Workshops
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Over 90% of delegates rated the sessions as very
useful or useful
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85% agreed that the workshops gave them knowledge
to take forward the MS in their organisation
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81% agreed that the workshops would enable
presentation of a convincing case to senior managers
for tackling sickness absence
But – only 38% already had Board level agreement to
implement the MS, or thought they were very likely to
have agreement in the next 12 months.
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Key lessons from users
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There is no “silver bullet” so don’t waste time looking
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Reintroduced regular team meetings to address workload, local
cover and other immediate issues
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The Trust now expects managers to thank staff
Try and align with existing initiatives; ‘don’t reinvent the wheel’
It is the small things that make the difference
Once we agreed that the Management Standards must be
incorporated into every day work, it worked well
These initiatives require managers to take ownership of their staff.
Comments from users
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This has been a positive experience for all involved
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Must not be half-hearted, you only get one chance to ‘get it right’.
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We should encourage others to do it ‘an excellent approach’.
The process would have been a waste of time without the Unions
The message for staff is “help us make your working life better”
Staff have been given a voice and the opportunity to use it
This has been a really interesting, exciting, worthwhile process. It
has also been hard work and frustrating at times
Some interventions very simple and cost neutral
We have already seen an increase in staff motivation
WHAT NEXT?
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HSG218 updated to reflect current knowledge
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Revised and new guidance being produce based on
comments from users
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Stress programme to engage with all employment
sectors, including SMEs
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Research on management competency (RR553)
Evaluation is ongoing
Healthy Minds at Work project initiated to deliver
revised web based guidance
Enforcement!
Summary
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Practice has verified the theory
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Users find that risk assessment is the easy part of the
approach
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Organisational learning remains a challenge – embeding
the process needed.
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Management competency appears to be a challenge in
the majority of our primary employment sectors
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Following the Management Standards approach can
deliver significant improvements in performance.
Senior management commitment has been difficult to
obtain and retain
Questions?
Thank you for listening
Visit the Management Standards website: www.hse.gov.uk/stress/standards