MANAGERS STRESS RISK ASSESSMENT FORM Subject of risk assessment Role / Team / Individual / Location / Job Type Reason or Trigger for Risk Assessment Current control measures –thing that are already happening Stressor to consider A. DEMANDS Problems Identified Possible solutions Priority (H,M,L) Action taken/ By whom / Timescale/Date Long hours Excessively busy periods Inadequate rest and holidays Inadequate staffing Look at job design and working practices Check all leave is being taken Is work being taken home? Is there constant communication during off-duty time by e-mail, text and phone? Cut out unnecessary work and communications Review workloads and resources (including staffing levels), and allow sufficient time for individuals to plan their work Schedule work in a way that allows recovery time after unavoidable busy periods
Conflicting work demands other Set realistic deadlines for tasks Take into account that individuals are different, and try to allocate work so that everyone is working in the way that helps them work best, takes account of their home obligations and makes best use of their skills Be clear about tasks required C. SUPPORT Problems Identified Possible solutions Priority (H,M,L) Action taken/ By whom / Timescale/Date Return to work system Sickness and absence management Managerial support through emotionally demanding work other Policies and systems in place, monitored and consistently applied Measure trends and changes Investigate variations Check management skills and assess training needs Ensure people have the support they require and access to any specialist advice Advise staff about counselling services Inductions other New staff properly inducted, existing staff transferring or promoted or returning to work after long absence also to be inducted Special attention for young people as required OH/HR support DDA adjustments in place, reviewed and checked
A culture of blame when things go wrong, denial of potential problems Failure to recognise success other an expectation that people will regularly work excessive hours or take work home with them other Be honest, set a good example, and listen to and respect others Acknowledge and reward successes Avoid working excessive hours Lead by example Check management skills and assess training needs Schedule work in a way that allows recovery after unavoidable busy periods . A culture that considers stress a sign of weakness other Approachable management which wants to know about problems and will try to help to resolve them F. CHANGE Problems Identified Possible solutions Priority (H,M,L) Action taken/ By whom / Timescale/Date Fears about job security / grading Poor communication – uncertainty about what is happening Not enough time allowed to implement change Inexperience/fear of new technology Lack of skills for new tasks Not enough resource allocated for change process Provide effective support for staff throughout the process Consult with staff likely to be involved in a change of management programme – fear and uncertainty can lead to increased anxiety, unfounded gossip, poor employment relationships and increased absence Getting together as a team can help people to feel less isolated with their concerns Ensure effective two-way communication throughout