NSS Stress 2014 V3

Chris Gill Grad IOSH, MIIRSM Client Risk Manager – Risk Solutions

September 2014

Occupational Stress

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Armoured Support Group (AGS) – Royal Marines 2007 / 2008

Risk Solutions – Occupational Stress

A combination of experiences which left a deep impression with me.

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HSE Definition

The adverse reaction people have to excessive pressure or other types of demand placed on them


“”

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Pressure v Stress

• Pressure is stimulating, there is nothing wrong with it.

• Control becomes a critical issue in the causation of stressors.

• Foreseeability.


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Legal summary

• Employers have a duty not to expose employees to foreseeable risks of psychiatric as well as physical injury, so far as is reasonably practicable.

• Courts have traditionally treated “occupational stress” claims differently to accident type claims for 4 reasons – Hatton v Sutherland (2002):› Everyone suffers from some level of stress at work› An employer is not expected to read minds› The risk of stress is not easily identified by root causation and could be a

combination of factors› The “stressed” employee who continues to work will not be criticised or

condemned in contributory negligence.


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Benefits of managing stress


Reduced cost of

absence

Improved workplace

morale

Increased productivity

Protection from

reputational damage

Financial costs of

prosecution and/or civil

claims.

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Stress by Numbers

General • 40% (428,000)• 131 million days• £29 billion• 4.4 days average • 24 days average

Public Sector • 59 out of 2600• 45%• £13,300


Years Sickness absence rates (per cent)

Public Private

1994 4.2 2.6

2004 3.6 2.4

2013 2.9 1.8

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Breakdown of mental ill health cases by precipitating event

Others

Home work interface

Personal development

Traumatic events

Interpersonal relationships

Changes at work

Factors intrinsic to the job

0 5 10 15 20 25 30 35 40


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Highest rates from LFS


by Industry:

• Human health and Social work;

• Education; and

• Public administration and Defence.

by Occupation:

• Health professionals (in particular nurses);

• Teaching and Educational professionals; and

• Caring Personal Services (in particular welfare and housing associate professionals).

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The difference?

2007 2008 2009 2010 2011 20120

2

4

6

8

10

Public Sector Private Sector


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Why is this happening? Change Factors e.g.

• The pace of workplace change› Recessionary / rationalisation

factors

› Fear of losing jobs. Zero hours contracts

• Outside stress factors› Family life & work/life balance

› Personal finance / Security of assets

• Created wider vulnerability


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Sickness impacts the bottom line in business


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Drivers of why employees aren’t motivated?

Risk Management Solutions - Liability

The differences betweenA BOSS and a LEADER

Drives employeesDepends on authority

Inspires fearSays “I”

Places blame for the breakdown

Knows how its doneUses peopleTakes creditCommandsSays “Go”

Coaches employeesDepends on goodwill

Generates enthusiasmSays “We”Fixes the breakdown

Shows how it’s doneDevelops people

Gives creditAsks

Says “Let’s go”

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Question of Control

The output of change can lead some individuals feeling less control over the decisions that will affect them. Management of change is a key issue (and a whole other topic).


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QBE Key messages


Serious issue in the workplace that does not receive the attention it deserves.1Societal and workplace change have, in many instances, had a detrimental impact.2Organisational Culture & Leadership has a significant bearing on stress.3Stress claims are NOT (yet) an issue once feared.4Hatton v Sutherland remains a good guide for controls/behaviours an organisation must have in place to defend itself.5The management of stress is not solely a compliance issue.6

Chris GillLiability Risk ManagerQBE Risk Solutionstelephone [email protected] www.qbe.com/lrm

Thank you

Documents

NSS Stress 2014 V3