Rank: New forum user
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Good morning, I am looking for some advice in relation to a member of staff returning to work after a period of absence due to work related stress. The member of staff has been off for a while and has also submitted a grievance against her managers, senior management and staff in her team. She has attended Occupational Health. We need to complete a risk assessment surrounding her return to work and ensure that we reduce her exposure to stressful situations. Can anyone advise on what we need to include in the risk assessment and how this situation can be resolved? I have suggested that the member of staff be located into a different office so as to avoid the colleagues and management against whom she has lodged a grievance as this would only escalate her stress levels further. The member of staff has also been advised to not read or respond to any emails from the staff/management whom her grievance is related to as this also escalates her stress levels. Any advise that any of you can offer on this matter would be greatly appreciated.
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Rank: Super forum user
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Have you tried the HSE book how to tackle work related stress
I completed a stress survey by department which of course set with the upmost confidentiality and recorded findings
Reason I did this was to ensure if there was an underlying trend or just isolated pockets with in departments
Interesting reading once completed, I did only get an 86% response rate, however it enabled me to conclude that communication and misunderstanding between apartment's and peer was addressed
I did this and introduced a stress policy and appraisals and have yet to complete the second survey following implementation and completion of appraisals
Never compiled a risk assessment just approached it as departmental
Alan
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Rank: Forum user
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Hi, IOSH have a good reference document in the resources section called 'A Healthy Return'. It also includes a series of questions to ask. I use it, it works for my Company, may not work for all.
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Rank: Super forum user
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rm, go here:
http://www.hse.gov.uk/stress/standards/
It seems you've already identified a 'relationships' issue which you've got a control for. Just go through and address each of the six standards and record your findings etc. You may get some more ideas about controls here too.
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Rank: Super forum user
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are U a H&S bod if then I suggest that then get in a H&S bod
if you are a H&S bod message me and I will help
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Rank: Forum user
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You have done what is required - you have already determined the problem. This is not 'stress' it is 'friction'. By the way - who says it's work related stress? Time off, certified by GP? Suggest to HR they ask for a proper diagnosis - stress is not an illness, it is a hazard.
You, as a H&S person can go no further. Everyone sees the term 'risk assessment' and thus throws the hot potato to H&S. This (as you have described it) is NOT a H&S matter. The solutions are all about the relationships and emotion. How is that H&S?
This is a management matter, HR if you have one, (and as OH have been involved I am assuming there is an HR) but because it's 'too hard' everyone will try to push it to you. It's tricky to get out of it completely as the HSE guidance suggests, by it's very existence, that stress 'belongs' to H&S.
The duty to assess risk is linked to the occupation, not the individual. If there really is a stress risk, from the work, (the 'undertaking') then you (H&S) can advise on improving the controls, in line with HSE guides.
Any individual 'assessment' is / has been done by OH. Two questions they need to answer. Is she fit for work? If so are any adjustments required? Occ Health. They, no doubt, have sent a report back saying 'do a RA' - over to H&S. Cobblers. It's OH & HR to help management. This is a classic 'don't like my work/boss' situation, and stress is being used as justification.
If you really don't feel able to bat it straight back, assess (write down) your opinion of the risk arising from the undertaking, which will no doubt be pretty low, identify that this is therefore not 'caused by' work, it is a personality matter, and suggest 'removal' either the manager or the employee. Haha. Let us know how you get on.
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Rank: Forum user
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Has mediation been tried at any stage?
Simply moving the person to a different office / location may not ultimately solve the problem (and may actually create a new one!). What if the person doesn't like the people in that office either and goes off with "stress" and/ or puts in another complaint. Need to address the underlying cause IMHO before there can be any resolution and mediation is a step in the right direction. If she's not willing to do that - WHY? Does she feel unable to speak up because of bullying in that team by the manager...is that the only person who feels that way or are there others? Does she have an abbrasive personality that "rubs others up the wrong way?" etc...
Defo include HR and I'd consider an occupational psychologist to try and get to the root of what the problem actually is rather than "potentially" moving it to another location (if it's the lady herself that has issues - remember, one in four people will experience some kind of mental health problem in one year, depression affects one in five in older people - source http://www.mentalhealth....ental-health-statistics/). May be worth keeping this in mind....
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Rank: Super forum user
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sadlass wrote: stress is not an illness, it is a hazard
But severe stress at work can easily lead to depression. I know, currently under severe stress and on medication for depression and high blood pressure.
I would report it to my H & S Manager but can't be bothered emailing myself ;)
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Rank: Super forum user
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sadlass wrote: stress is not an illness, it is a hazard
But severe stress at work can easily lead to depression. I know, currently under severe stress and on medication for depression and high blood pressure.
I would report it to my H & S Manager but can't be bothered emailing myself ;)
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Rank: Super forum user
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Oh for an edit or delete button...
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Rank: Super forum user
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Rank: Super forum user
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R M Lewis
It's unlikely that the situation you outline can be resolved unless and until it is much better specified than the way in which you describe it.
A requisite specification includes the individual's role, level of seniority work history and occupational health history.
A good case to look up is Cheltenham D C v. Laird, a chief executive who took her employer through the courts after a failure in problem resolution that started with incompetent problem specification by the employer. While the employer lost in the Court of Appeal, Laird complained bitterly when her bid for costs failed so she was in the order of £0.5 million out of pocket.
If you want a 'state of the art' approach, commission someone registered as a Specialist in Test Use to administer the Hogan Personality Inventory and the Hogan Developmental Survey to the lady; this combines both support and challenging feedback which can be very strongly defended legally and scientifically.
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