No MANAGEMENT HAZARDS Recommended Additional Control In Place STANDARD STRESSORS Control Measures Measures Needed Yes No (Transfer to Action Plan) CONTROL Lack of control Individual control of work and targets over individual Discuss work organisation with employee targets Discuss and agree targets and timescales How work is Employees encouraged to raise concerns with line organised manager Pace of work Staff consulted on work patterns and breaks Under work Design jobs that provide stimulation and opportunities for Boredom staff to use skills Sufficient work available Employee Work is as varied as practicable skills under Sufficient challenge/pressure to keep staff motivated and utilised interested Annual appraisal identifies work activities for individuals Repetitive or and ensures skills utilised. monotonous Regular breaks and changes of activity work CHANGE Poor Keep staff informed at all stages communication methods of communication (E.g. meetings, notice Lack of boards, letters, e-mail, feedback for rooms, etc) and information / frequency consultation Explain and justify reasons for change about change Reorganisation No change for change's sake Badly Consult with staff and involve as early as possible and managed throughout the process change Involve trade union and staff representatives Establish system to communicate developments quickly No support for Open door policy from management to discuss change employees Inform employees of support available to them during change
No MANAGEMENT STANDARD HAZARDS STRESSORS Recommended Control Measures In Place Additional Control Measures Needed (Transfer to Action Plan) Yes No CONTROL Lack of control over individual targets How work is organised Pace of work Individual control of work and targets Discuss work organisation with employee Discuss and agree targets and timescales Employees encouraged to raise concerns with line manager Staff consulted on work patterns and breaks Under work Boredom Employee skills under utilised Repetitive or monotonous work Design jobs that provide stimulation and opportunities for staff to use skills Sufficient work available Work is as varied as practicable Sufficient challenge/pressure to keep staff motivated and interested Annual appraisal identifies work activities for individuals and ensures skills utilised. Regular breaks and changes of activity CHANGE Poor communication Lack of information / consultation about change Keep staff informed at all stages methods of communication (E.g. meetings, notice boards, letters, e-mail, feedback for rooms, etc) and frequency Explain and justify reasons for change Reorganisation No change for change's sake Badly managed change Consult with staff and involve as early as possible and throughout the process Involve trade union and staff representatives Establish system to communicate developments quickly No support for employees during change Open door policy from management to discuss change Inform employees of support available to them
SRET-Staff-Wellbeing-Policy-Final-Oct-17.docx