Managing mental health and stress - safety standard

Managing Mental Health and Stress
Date of Approval	January 2024	Review Date	January 2027
Lead	Christian Carter, Head of Colleague Health and Wellbeing
Author and Contributors	Karen Griffiths, Occupational Health Adviser (Mental Health Specialist), Author Karen Markes, Occupational Health Manager Toni Searl, Colleague Wellbeing Manager
Aims	The University aims to fulfil its legal and ethical duties by: Taking all reasonable measures to protect the mental health of employees and visitors (Health & Safety at Work Act 1974) and working to eliminate discrimination in the workplace, in particular associated with protected characteristics (Equality Act 2010). Utilising the HSE Management Standards to identify and address stressors where appropriate. Recognising the potential vulnerability to mental health difficulties, including stress and mental disorder, experienced by those within protected characteristic groups. Ensuring that employees are given opportunities to take proactive responsibility for their own wellbeing at work, supported by their manager, and to understand how to raise concerns. Ensuring that employee workplace health needs are identified at an early stage (ideally pre-employment) and that suitable support and/or reasonable adjustments are put in place. Ensuring the employees are given the opportunity to raise and manage any challenges of their work environment whether it is remote, on campus or hybrid working. Providing information, support and training to managers and employees to develop a culture of positive management of wellbeing. Ensuring that processes, training and tools are in place to support managers and employees to recognise and attempt to address early signs and symptoms of stress at work, with the aim of proactively managing stress to enable the employee to remain healthy and fit for work. Ensuring that the University does everything reasonably practicable, and in a timely way, to reduce the risks at work to employees by providing a robust pathway for anyone who is suffering from stress. Providing training and advice to managers on supporting employees with mental disorders in the workplace.
Scope	This Standard applies to all University of Exeter employees and workers.
Exemptions	There are no exceptions to this policy.
Definitions	The World Health Organisation (WHO) defines mental health as a state of wellbeing in which the individual realises their abilities, can cope with the normal stresses of life, work productively and fruitfully, and is able to make a contribution to their community (World Health Organisation, 2021). “Mental disorders” comprise a broad range of problems, generally characterised by some combination of abnormal thoughts, emotions, behaviour and relationships with others ( World Health Organisation). “Stress” is defined as an adverse reaction a person has to excessive pressure or other types of demands placed on them (Health and Safety Executive). “Disability” A physical or mental impairment which has a substantial and long term adverse effect on a person’s ability to carry out normal day to day activities. In this context long term means having lasted or likely to last for at least 12 months or the rest of the person’s life. A “manager” is any employee of the University of Exeter who has responsibility for the direct management/support of one or more employees. This includes supervisors, team leaders, Academic Leads and Heads of Departments.
Relevant Legislation	Health & Safety at Work Act (1974) Management of Health & Safety at Work Regulations (1999) Equality Act (2010) and Public Sector Equality Duty HSE Management Standards (Good practice guidance)
Responsibility for implementation	The Council of the University is charged with ultimate responsibility for health and safety and is committed to ensuring that this responsibility is effectively discharged throughout the University. The Council has delegated responsibility to the Vice-Chancellor who has appointed a team to disseminate safety instruction throughout the organisation. Through these devolved duties all employees have a role in creating and sustaining a healthy and positive working environment. In addition, the following groups have specific responsibilities outlined in this Standard: Any person with management responsibilities of any member of staff, volunteer, contractor Faculty/Professional Services management teams HR Partners Occupational Health Service Mental Health and Wellbeing Group The Wellbeing Inclusion and Culture Committee (WICC) Local faculty and professional services Wellbeing Inclusion and Culture Committees.
Training availability:	Leader’s and Manager’s online training ‘Supporting the Mental Wellbeing of Your Team’ Learning and Development web pages L1 Mental Health Awareness and Suicide training Supporting the Mental Wellbeing of your Team: A Bite-Size Practical Guide for Leaders and Managers
Resources	Leader’s and Manager’s Mental Health and Stress Toolkit Colleague Mental Health and Stress Toolkit HSE Management Standards Ways of working Colleague Wellbeing Occupational Health Employee Assistance Programme Mental Health Champions webpage Chaplaincy Exeter Chaplaincy Cornwall

Standard to meet		Accountability	Reference documents and more information
1.	Proactive management of mental wellbeing – role of the manager The manager holds a pivotal role in supporting employee wellbeing. The manager will adopt a best practice approach to wellbeing and introduce a proactive programme of support and mentoring. Managers will: Carry out local induction for new employees, highlighting wellbeing policies and facilities Hold regular one to one meetings (frequency as appropriate) with employees, to include an opportunity for the employee to raise any concerns they have about the impact of health on work or work on health. Consider and respond to the needs of their team members whether they are working on campus, remote working or hybrid working. Facilitate the employee’s work-life balance and reasonable wellbeing measures in their working day (such as taking a lunch break). Review team pressures including workload and patterns of work to identify areas of concern and implement a proactive action plan. Ensure that the team have opportunities to discuss wellbeing, share examples of best practice and are encouraged to work together to overcome team-based work issues. Encourage open discussion about mental wellbeing, raising work-related concerns at an early stage, and adopt a supportive, non-judgemental approach in response to matters raised. Ensure that the University’s Change Blueprint is used when considering changes to a department or work activities, to assess risks to health and wellbeing of any potential change project. Review the Health and Safety Executive stress management competency indicator tool and take reasonable steps to adopt and develop behaviours identified as effective in the prevention or reduction of work-related stress (this can form part of the manager’s personal development) Risk assessment completion It is the responsibility of supervisors and line-managers, or their appointed deputy, whose staff and/or students partake in any activity, to complete a written risk assessment to identify all hazards, associated risks and the arrangements required to prevent or control the hazards of the work. The risk assessment process should not be limited to hazards to physical health. Any work activity that may have an adverse impact on mental health, potentially resulting in stress or other types of mental health problem, should also be risk-assessed. At the University of Exeter, risks can be assessed using the Workplace Pressures Risk Assessment tools. These tools are based on the HSE Management Standards for work-related stress. There are versions for assessing team risk and individual risk. The Team Pressures Risk Assessment should be a collaborative exercise between the manager and team. The tool can be used proactively to ensure that potential stressors are managed. It can also be used during times of heightened pressure, to ensure that any potential adverse impact on mental health is mitigated. The individual Workplace Pressures Risk Assessment tool can be used in various circumstances; proactively to monitor work pressures with a team member, during a period of organisational change or during periods of increased pressure at work, if an employee experiences any symptoms of stress that may be related to their work or personal stress affecting their work, and on return to work after a period of sickness absence with stress related illness. The individual Workplace Pressures Risk Assessment may contain sensitive personal information, and therefore viewed as confidential and kept securely. As with all health and safety risk assessments, Workplace Pressures Risk Assessments are working documents and should be kept under regular review. Actions/controls should be monitored to make sure they are effective. Where they are not effective, alternative actions should be identified and evaluated. Further information about stress risk assessment and the HSE Management Standards can be accessed from the HSE Stress Workbook.	Managers	Staff induction webpages New Starter Health Questionnaire Leaders' and Managers' Mental Health and Stress Toolkit - Pro-active Management of Mental Wellbeing at Work Leaders' and Managers' Mental Health and Stress Toolkit – Recognising and Responding to Stress in your Team Change Blueprint Quick Start Guide Line Manager Competency Indicator Tool (hse.gov.uk) Leaders' and Managers' Mental Health and Stress Toolkit – Completing a Workplace Pressures Risk Assessment HSE Stress Workbook HSE Talking Toolkit
2.	Proactive management of mental wellbeing at work – role of the employee The employee will adopt reasonable measures to support their own wellbeing at work. Examples include: Taking routine refreshment/rest breaks in their working day and ensuring that they keep adequately hydrated at work In sedentary roles, ensuring regular movement in the working day and during breaks Taking responsibility for monitoring their work stations and completing a workstation assessment – speak to manager if any concerns Monitoring working hours and informing their manager of any difficulties in achieving a work-life balance Taking well-spaced annual leave for rest and recuperation The employee will engage constructively in routine one to one meetings with the manager and will raise any queries or concerns about the impact of health on work or work on health at the earliest opportunity, this could include concerns about demands of work, control, change at work, work role, work relationships, support and work environment, whether it is on campus, remote or hybrid working. The employee will work as part of a team when required to discuss team-based improvements to health and wellbeing. The employee will become acquainted with wellbeing facilities/resources that the University provides.	All employees	Staff induction webpages Colleague Mental Health and Stress Toolkit Workstation assessment guidance Colleague Wellbeing webpages Sports Facilities – Exeter Sports Facilities - Cornwall Above and Beyond “Thank You” EDI toolkit Dignity & Respect Advisors Speak Out Guardians Mental Health Champions Employee Assistance Programme – Spectrum Life ‌
3.	Responding to employee stress – role of the manager The manager will recognise signs of stress within their team and, when appropriate, ask an employee to work with them to complete a stress risk assessment. A risk assessment must be completed at the earliest opportunity if an employee reports stress, if there is evidence of stress-related behaviours or / and when supporting an employee back from sickness absence relating to stress or other mental ill-health. The aim of the assessment is to work with the employee to identify any specific triggers and consider reasonable means of alleviating the employee’s sense of stress. Agreed actions should be documented and a review date set to evaluate the effectiveness of support put into place. In the event that the manager is unable to resolve the employee’s concerns, they must escalate to a senior manager and/or a Human Resources Advisor or Partner. Managers should access relevant training to ensure the risk assessment is suitable and sufficient. The manager should be aware that management processes, including conduct, capability and sickness absence processes, are potential stress triggers for the employee. A supportive approach to mental wellbeing is important in these circumstances. Human Resources (HR) and Occupational Health (OH) guidance should be requested by the manager when required. The manager should be mindful of possible non-occupational triggers, exploring these as appropriate in a sensitive manner with the employee. These can include domestic violence, relationship breakdown, financial problems and family illness, amongst many others. The manager should also be mindful of potential vulnerabilities to stress associated with the protected characteristics of the Equality Act 2010.	All Managers	Leaders' and Managers' Mental Health and Stress Toolkit – Recognising and Responding to Stress in your Team Leaders' and Managers' Mental Health and Stress Toolkit – Completing a Workplace Pressures Risk Assessment Leaders' and Managers' Mental Health and Stress Toolkit – Managing Sickness Absence and the Return to Work Supporting the Mental Wellbeing of your Team online training Supporting the Mental Wellbeing of Your Team - a practical skills session for line managers HR Business Partners and Advisers Occupational Health Equality Act 2010 Protected Characteristics Domestic Abuse Guidance Financial Wellbeing Toolkit Equality Diversity and Inclusion web page
4.	Responding to stress – role of the employee Please look at the link to access list of symptoms of stress Employees will report any concerns they have about their work adversely impacting on their health. This includes the perception of work-related stress. There may be occasions where the employee will want to seek advice from HR, a Dignity and Respect Advisor or their Trade Union representative in the first instance, but more commonly the employee should discuss their concerns directly with their manager to enable a prompt solution to be found and enable the manager to support the employee. The employee will work constructively with their manager on a stress risk assessment, to identify specific concerns and how these might be alleviated. They will also engage in regular reviews to ensure that the situation is monitored and that measures designed to be supportive are being evaluated. The employee should make their GP aware of any health concerns.	Employees experiencing stress	Colleague Mental Health and Stress Toolkit Dignity & Respect Advisors Employee Assistance Programme – Spectrum Life Occupational Health HR Business Partners and Advisers Colleague Wellbeing webpages
5.	Managing diagnosed mental disorders at work – role of the manager The University is a Mindful Employer signatory, has signed the “Time to Change pledge” and is Disability Confident. All employees should feel able to discuss mental health difficulties with their manager, expect to be supported, and confident that health information will be treated confidentially Pre-employment disclosure Managers should ensure that all new employees and any employees changing role have completed a Pre-employment Questionnaire and that this has been cleared by Occupational Health on Trent. Where a disability is declared and a need for workplace adjustments identified, OH will contact or meet with the employee, to assess their needs and make recommendations for support/adjustments. Subject to employee consent, the manager will be informed of recommendations. Managers will be required to consider the recommendations and develop an effective plan to support the employee. In the absence of such clearance on Trent or if there are any queries regarding the workplace health needs of new employees, the manager should contact OH. Disclosure during employment The manager should routinely enquire about an employee’s wellbeing during their regular one to one meetings. In the event of disclosure of a new or worsening health condition, there should be discussion regarding the need for additional support or reasonable adjustments. HR or OH advice should be sought where necessary. The manager can seek additional guidance from HR or OH to enable them to feel confident in supporting an employee with a diagnosed mental health disorder and in locating and using appropriate resources. The manager will reassure the employee that their health information will be treated in confidence and that they will be supported.	All Managers	‌‌ Mindful Employer Time to Change Disability Confident New Starter Health Questionnaire Occupational Health - Disability Making Work Work Leaders' and Managers' Mental Health and Stress Toolkit – Support with Long Term Mental Health Conditions HR Business Partners and Advisers Occupational Health
6.	Managing diagnosed mental health conditions at work – role of the employee All new staff or anyone changing their role at the university are required to complete a Pre-employment Questionnaire at pre-employment stage, to make the University (via Occupational Health) aware of any disability or other health-related difficulty in undertaking aspects of their role. Employees are encouraged to disclose to enable support to be given from the earliest stage. When required, the employee will engage with Occupational Health to explore any workplace health requirements and the need for reasonable adjustments at work. Consent from the employee will be sought by OH to convey to the manager any recommendations for support or adjustments. The employee should make their manager aware if there are any new or worsening health problems impacting on their work. Disclosure of medical diagnosis is not required, but the employee should make their manager aware if there are health issues impacting on their work and in what way, so that consideration can be given to suitable support and/or adjustments. The employee is encouraged to engage constructively with the manager, to monitor workplace health requirements and to identify and evaluate support/reasonable adjustments.	Employees with workplace needs associated with long-term or recurring mental health conditions	New Starter Health Questionnaire Occupational Health Colleague Wellbeing webpages Employee Assistance Programme – Spectrum Life NHS facilities: TalkWorks (Devon) Mental Helath Crisis (Cornwall) Mood Disorder Centre Colleague Mental Health and Stress Toolkit ‌
7.	Managing sickness absence and supporting the return to work – role of the manager The manager will comply with the requirements of the Managing Absence Code of Practice, seeking guidance and support from HR when required. The manager’s responsibilities include: Monitoring employee sickness absence, including the reporting of absence and provision of medical certificates. Maintaining supportive contact with the employee during periods of sickness absence (at intervals agreed between the manager and employee) and engaging the employee in a discussion about their return to work when their health permits. When advice on employee fitness and on supporting the return to work is required, a management referral to Occupational Health should be made. The employee must be involved in this process and their consent obtained to submit the referral. In the event of sickness absence related to a disability, advice from HR and/or OH can be sought regarding adjustment to sickness absence trigger points. In the event of stress-related sickness absence, managers should complete a stress risk assessment with the employee as part of the return to work process to ensure that the initial triggers are recognised and action taken to prevent recurrence. Guidance for managers on reasonable adjustments (short/medium/long term) is available. The manager will also consider the needs of the remaining team during periods of employee sickness absence.	All Managers	Sickness absence code of practice Leaders' and Managers' Mental Health and Stress Toolkit – Managing Sickness Absence and the Return to Work Occupational Health HR Partners and Advisers Leaders' and Managers' Mental Health and Stress Toolkit – Completing a Workplace Pressures Risk Assessment
8.	Managing sickness absence and supporting the return to work – role of the employee The employee will comply with the requirements of the Managing Absence Code of Practice, including: Prompt reporting of sickness absence and submission of medical certificates Maintaining contact with the manager (or an agreed alternative) on a regular basis during periods of sickness absence. If ill health prevents the employee maintaining contact, they can delegate this responsibility to someone suitable, for example a spouse/partner, parent or trade union representative. The employee will engage with the manager at the earliest opportunity regarding any work-related concerns or potential blocks to the return to work. There may be occasions where the employee will arrange for a trade union representative or HR representative to initiate these discussions with management on their behalf. In the event of stress-related sickness absence, employees will participate in a stress risk assessment, to ensure that triggers are identified and solutions sought. Following a Management Referral to Occupational Health, the employee will attend an arranged appointment and engage constructively to identify measures to support their return to work. Consent from the employee will be sought by OH to convey to the manager any recommendations for support or adjustments.	All employees	Sickness absence code of practice Colleague Mental Health and Stress Toolkit Occupational Health HR Partners and Advisers
9.	Manager Competencies All managers are required to demonstrate knowledge and competency in the management of stress and mental health. There are several in-house training courses available to support this on the Learning and Development webpages, including: Induction for People Managers Leader’s and Manager’s online training ‘Supporting the Mental Wellbeing of Your Team’ Supporting the Mental Wellbeing of your team-a practical skills session for line managers Positive Mindset Toolkit Managers are also encouraged to reflect on their broader skill set in areas that will support effective management of stress and wellbeing which could include: Exeter Academic - Leadership Difference and Leadership Academy Exeter Professional - Professional Development Framework PDR Reviewer (Professional Services staff) PDR Reviewer (Research staff) PDR and Mentoring Skills for Academic Leads Coaching and Mentoring – Quality Conversations Managing Conflict - Handling challenging Conversations Line Manager Competency Indicator Tool (hse.gov.uk)	All Managers	Learning and Development web pages
10.	Faculty and Professional Service (PS) High Level Action Plans Utilising existing ‘Our Culture Conversation’ (OCC) data, alongside other health and wellbeing data and departmental priorities, the Wellbeing Inclusion and Culture Committee (WICC) will work collaboratively with each faculty, department and division to create high-level action plans with 3-5 clear targets specific to their unique requirements. The action plans will reflect, but not be limited to, the WICC’s strategic priorities. The Faculty/Professional Services WICCs will agree action as appropriate and monitor actions until complete. An update on progress against the plan will be given to WICC and the Health and Safety Consultative Committee annually by the Faculty/Professional Services WICC.	Human Resources Faculty/Professional Services WICCs	Leadership and line management teams can access health and wellbeing data via the MI Hub and their ‘Our Culture Conversation’ survey results via Peakon to help develop high level action plans.
11.	The role of Occupational Health (OH) and Colleague Wellbeing in supporting the Managing Mental Wellbeing and Stress at Work Standard OH and Colleague Wellbeing will provide specialist advice and resources to managers and employees on mental wellbeing, stress and on the completion of a stress risk assessment. Colleague Wellbeing and Occupational Health provide a Mental Health Champions Programme to raise awareness and support colleague mental wellbeing. Occupational Health run practical workshops to accompany existing manager and leader training ‘Supporting the Mental Wellbeing of Your Team’ OH will meet with employees who have been referred to them with stress-related illness/mental disorders, and provide advice to the employee and manager, to include an opinion on fitness for work and any required support and/or reasonable adjustments OH will signpost employees to the Employee Assistance Programme or signpost to specialist agencies as required OH and Colleague Wellbeing will inform the Mental Health and Wellbeing Group and the Health and Safety Consultative Committee of any changes and developments in the field of stress at work by regular reporting. Colleague Wellbeing and Occupational Health provides expert guidance and advice on wellbeing aspects of university wide projects.	OH Manager and OH Team Colleague Wellbeing Team Occupational Health Team	Mental Health Champions webpage Supporting the Mental Wellbeing of your Team: A Bite-Size Practical Guide for Leaders and Managers Occupational Health Employee Assistance Programme Colleague Wellbeing
12.	The role of Human Resources in supporting the Managing Mental Wellbeing and Stress at Work Standard Human Resources (HR) will provide guidance to managers on meeting the requirements of the Standard HR will provide advice to employees HR will support Faculties and Professional Services WICCs in providing a narrative that discusses any particular aspect of mental health/wellbeing data HRPs and HR Advisers (HRAs) will have attended relevant training to ensure that they are fully conversant with best practice and risk assessment skills HR will support the development of Faculty and Professional Services WICCs annual high level action plan. A member of HR will attend the Mental Health and Wellbeing Group	Director of Human Resources	Leadership and line management teams can access health and wellbeing data via the MI Hub and their ‘Our Culture Conversation’ survey results via Peakon to help develop high level action plans.
13.	The role of the Trade Union (TU) Safety Representative in supporting the Managing Mental Wellbeing and Stress at Work Standard TU representatives are actively engaged with the University to continually review the management arrangements in place for stress, including review of data and workplace surveys, to support the development of policies and process, and to work together on action plans to address any agreed areas for improvement TU representatives can work with their member employees on completion of a Workplace Pressures Risk Assessment and support the employee to engage with their manager to resolve any work-related concerns TU representatives are able to signpost employees to Occupational Health for advice and support (OH will provide guidance on the referral process) TU representatives will commit to keeping their knowledge and skills in mental health up to date in order to effectively support members and other colleagues. They will undergo relevant mental health/stress training and will be supported with time off for this in line with HR arrangements TU Safety representatives will represent members at the Mental Health and Wellbeing Group and University Health and Safety Consultative Committee.	Trade Union Representatives
Standard monitoring and measurement criteria
A biennial summary of compliance and any necessary action plan will be submitted to the Health and Safety Committee.
1.	A random selection of 20 New Starter Health Questionnaires where disability associated with mental illness reported will be assessed to identify: a) If contact was made by OH with the employee and their workplace needs discussed b) Whether recommendations were conveyed to the manager/relevant other c) How effective were the recommendations (follow-up with employee and manager required)
2.	A sample of managers will be asked to respond to a survey (structured questionnaire) to gather feedback on support mechanisms in place and effectiveness of these processes, a self-assessment of their confidence in managing wellbeing.
3.	A sample of employees will be asked to respond to a survey to ascertain own wellbeing habits and to assess the level of support they receive from their manager.
4.	Number of HRAs/HRPs and TU representatives who have attended the ’Supporting the Mental Wellbeing of your Team’ online mental health training.
5.	Number of Faculties and Professional Service Divisions that can evidence discussion and analysis of Our Culture Conversation (OCC) and other mental health data (such as sickness absence and Occupational Health referral data), as provided by OCC results/HRPs and action plans are in place with evidence of progression