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
Risk Solutions – Occupational Stress
“”
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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.
Risk Solutions – Occupational Stress
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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
Risk Solutions – Occupational 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
Risk Solutions – Occupational Stress
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
Risk Solutions – Occupational Stress
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
Risk Solutions – Occupational Stress
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