The Risk Management Framework for Work-related Stress
Author(s): Tom Cox, Raymond Randall & Amanda Griffiths Country: United Kingdom
Is the intervention sector specific?	No
Is the intervention usable with different enterprise sizes?	Yes
Is the intervention equally applicable to both genders?	Yes
Is the intervention based on theory?	Yes
Can the intervention approach be adapted/ tailored?	Yes
Does the intervention promote CSR and how?	Yes, the framework promotes responsible business practices. The process of risk management requires impetus from the management of companies to be successful and is based on employee participation.
Does the intervention promote social dialogue and how?aaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaa	The risk management process is based on dialogue and collaboration of management, workers and other key stakeholders. A steering group is central in the process. The main responsibility of this group is overseeing and facilitating the process. Typically, this group is comprised of management, staff representatives (or union representatives), occupational health, health and safety and human resources specialists.
Overview (including risk assessment and law – legal requirements etc.): In the UK, the Management of Health and Safety at Work Regulations 1992 and its revision in 1999 require employers to undertake assessments for all risks to health. Managers were advised by the Health and Safety Executive (1995) to include work-related stress in their assessment of risks. This would fulfil bothUK and European legal obligations that ask employers to assess and manage any type of risk to workers’ health, including psychosocial risks. The risk management process is driven by active participation of employees in a series of stages: familiarisation (including the formation of the steering group and workplace visits), risk assessment (using methods such as surveys, group discussions and individual interviews), audit of management systems and employee support, action innovation (defining risk reduction interventions on the basis of the risk assessment results) and evaluation). The process promotes a continuous improvement cycle. The tools and methods used to conduct an effective risk assessment are tailored to the size of the group and the nature of the work in the organisation.
Implementation: At the beginning of the risk management process, a steering group should be established. The central responsibility of this group is overseeing and facilitating the risk management process. Typically, this group is comprised of management, staff representatives (in some cases union representatives), occupational health, health and safety and human resources specialists. Publicity of the risk management project is of central importance; this ensures transparency of the process and recruits the widespread involvement of the organisation. Prior to commencing risk management, considerable consultation between stakeholders and experts should be conducted; with a concentrated focus of setting appropriate expectations, schedules and identifying communication channels. Risk Assessment: The aim of the risk assessment stage is to identify, for a defined group, significant potential sources of stress (psychosocial hazards) relating to employees’ work and working conditions; and examine their overall indices relating the health of the individual and the organisation. Subsequently, an audit of management systems and employee support is conducted which identifies and assesses current management systems in relation to the control and management of the hazards and the experience of work-related stress, and in relation to the provision of support for employees experiencing problems. Translation / Action Innovation: The results of the risk assessment are fed back to the organisation and the steering group, which form the basis of discussion among the stakeholders. This information, and the resulting discussion, is used to develop a plan of action (i.e., a package of interventions) that are reasonable and practicable; the aim of which is to reduce likely risk factors for stress in at work. These are also discussed with workers so as they are actively involved in the design of the interventions and have ownership of the actions to be taken. Intervention/ Risk reduction: Developing an action plan involves deciding upon what is being targeted, the methods being used, those responsible, the proposed time schedule, the resources required and how the intervention will be evaluated. The primary aim of the action plan is in reducing likely risk factors that have the potential to cause stress. The change initiatives identified through this process, can be integrated into existing management plans for change; thus, minimising the degree of disruption within the organisation. Evaluation: The next step in the risk management process is the evaluation of the action plan.
Practical applications: The risk management framework has been used effectively to identify and reduce work-related stress (psychosocial hazards) in a number of organisations. It is applicable in large enterprises as well as SMEs.
Innovative aspects: The process is driven by active participation of employees through all stages, including intervention design. A number of methods are combined in the risk management process. The evaluative step in the risk management process addresses the question of whether the intervention was effective in reducing stress and it allows for the reassessment of the situation and the identification of further problems needing to be addressed. This process of reassessment feeds into a cycle of continuous improvement within the company; thereby yielding a basis for organisational learning.
Evaluation (including process issues, outcomes and sustainability): The objectives of the evaluation stage are to determine: whether the intervention was implemented effectively, and whether the intervention had any impact on the problems identified during the risk assessment. This can be accomplished through several methods, which can be tailored/adapted to size of the group being assessed and the nature of work in the particular organisational context. Several evaluation tools can be utilized: interviews with key stakeholders, interviews with staff, surveys (including measures of work and well-being used in the risk assessment), group discussions and review of organisational data. The evaluation tools contain three elements, each of which yields important information, specifically, they measure: the level of awareness, participation and reaction to the intervention; the impact of the intervention of changes to working conditions; and whether the intervention has made an impact on the health and wellbeing of employees.
Benefits (including cost effectiveness): A number of benefits have been demonstrated of the risk management intervention in research and implementation in organisations. The majority of groups involved in the risk management process improved their working conditions, and employees’ reactions to the risk management interventions have been favourable and generally positive. There were observed positive trends towards improvement of employee wellbeing. Additional benefits were observed in regards to the risk management process. Firstly, it was seen as a useful tool for stimulating new ideas and ways of thinking about problems. Secondly, it quantified problems, which could be used to inform prioritisation of the identify issues and the required resources required. Thirdly, it focused efforts and actions to promote a coherent and targeted approach to action. Finally, it yielded a framework for evaluating progress and monitoring change – a strategy that could be used to evaluate employees’ planned and unplanned change.
References: Cox, T., Randall, R., & Griffiths, A. (2002) Interventions to control stress at work in hospital staff. HSE report 435 Norwich: HSE books. Seewww.hse.gov.uk/research/crr_pdf/2002/crr02435.pdf
Comments: Guiding principles: In planning the risk management there are several guiding principles and practical issues of importance: • Work with defined groups: each risk assessment is carried out within a specified and defined group (a department, company or profession). • Focus on work not the individual: The aim of risk assessment is to identify the aspects of work giving rise to stress, not the individuals experiencing stress. • Focus on ‘big issues’: the focus is on problems that staff agree on that staff agree on, rather than individual complaints. • Use of reliable measures: all methods of data collection are designed to be reliable and valid. • Confidentiality of information given by employees must be guaranteed; thus, data collected must be stored securely and not disclosed. Risk reduction as a goal: risk assessment tools are designed to provide sufficient detail and context-specific information to allow for intervention design.