Managing Stress in the Workplace
Statistics from 2010 show that 13.5 million work days were lost due to work related stress and also reveals that stress is the cause of 30% of all new incidents of ill health. What the statistics do not reveal is how many of these days of absence are genuine.
The number of people winning court cases and being awarded considerable compensation for work related stress in on the increase and it is proving a minefield for employers whom are trying to determine the genuine from the ‘fakers’. It is not all bad news as there are ways to be pro active and to make sure you keep your business protected from litigation by complying with current HSE advice. This involves instigating a few necessary but simple processes.
Our mantra here at SEVA is ‘BE PROACTIVE and ‘EARLY INTERVENTION’. Statutory Law requires that employers have a Duty of Care to employees and it states they must prevent injury to health from work related stress as a workplace hazard. We should also mention that stress brought into the workplace can equally cause a reduction in performance and has potential to lead to loss of production and be a risk to safety of the individual and colleagues depending on the nature of work. Untreated stress has very real potential to spiral into a more serious mental health problem such as depression, and any unhealthy coping strategies that the individual may have resorted to along the way only complicate and delay their return to wellness. So now let’s examine what can be done.
BE PRO ACTIVE
• It is advisable to implement a written stress or wellbeing policy. This indicates that the company have intent to take the health and welfare of their employees seriously. This should include a strategy for risk assessment, intervention and management.
• It is advisable that all employees complete a pre employment health questionnaire to identify those who have suffered previous stress or mental health problems. Any persons indicating in the positive should be referred to an Occupational Health Professional to risk assess and implement any adjustments or restrictions to role.
• It is advisable that managers and team leaders have training on understanding causes of stress in the workplace i.e. Perceived overwhelming workload, inappropriate training to perform role etc. Training should include how to spot signs of stress i.e. decline in performance, uncharacteristic behaviour, increasing lateness etc.
A pro active approach in itself will deter some to ‘fake’ stress
Early Intervention
• When an employee is signed off unfit for work, it is advisable to wait until end of this period.
• If a second period is indicated by GP it is at this time that communication should be made to enquire about progress. It is important at this stage to refer to an Occupational Health Professional who will consult with the employee to determine what course of treatment has been indicated by GP. If there has been no referral for ‘talk’ therapy or any other dynamic plan, then following gaining consent from employee the OH professional will write to the GP for further information.
This action alone often deters those whom are not genuine.
There are other strategies that can be implemented, however; the above advice would not only assist in weeding out those non genuine, more importantly; it would minimize the risk of a successful claim. All of the above advice is in accordance with the legal requirements of The Health and Safety at Work Act 1974.
