The Standards are designed to build a structure that lets employers take care of stress at work. They let you easily identify current performance, judge how this differs from benchmark standards, and develop solutions to close the gap. Below are the HSE Management Standards, reproduced from the HSE website. For more info, see www.hse.gov.uk/stress

The Health & Safety Executive Stress Management Standards (Note on the Management Standards)

The descriptions in each of the standards shown as ‘What should be happening/states to be achieved’ define a desirable set of conditions to work towards.

You can use the data from the HSE indicator and analysis tools to define the gap between where you are now and where you want to get to. The analysis tool will provide a set of data on your performance on each of the six standard areas. Also provided are representative data on current performance in the UK workforce. You will probably find that you are good on
some things and less good on others. Together with any existing data you may have (for example, on sickness absence or staff turnover), this information can be used in focus group discussions with employees to determine what is happening locally and what should be done to close the gap.

Demands
Includes issues like workload, work patterns, and the work environment

The standard is that:

• Employees indicate that they are able to cope with the demands of their jobs; and
• Systems are in place locally to respond to any individual concerns.

What should be happening / states to be achieved:

• The organisation provides employees with adequate and achievable demands in relation to the agreed hours
  of work
• People’s skills and abilities are matched to the job demands;
• Jobs are designed to be within the capabilities of employees; and
• Employees’ concerns about their work environment are addressed.

Control
How much say the person has in the way they do their work

The standard is that:

• Employees indicate that they are able to have a say about the way they do their work; and
• Systems are in place locally to respond to any individual concerns.

What should be happening / states to be achieved:

• Where possible, employees have control over their pace of work;
• Employees are encouraged to use their skills and initiative to do their work;
• Where possible, employees are encouraged to develop new skills to help them undertake new
  and challenging pieces of work;
• The organisation encourages employees to develop their skills;
• Employees have a say over when breaks can be taken; and
• Employees are consulted over their work patterns.

Support
Includes the encouragement, sponsorship and resources provided by the organisation, line management
and colleagues

The standard is that:

• Employees indicate that they receive adequate information and support from their colleagues and superiors; and
• Systems are in place locally to respond to any individual concerns.

What should be happening / states to be achieved:

• The organisation has policies and procedures to adequately support employees;
• Systems are in place to enable and encourage managers to support their staff
• Systems are in place to enable and encourage employees to support their colleagues;
• Employees know what support is available and how and when to access it;
• Employees know how to access the required resources to do their job; and
• Employees receive regular and constructive feedback.
  

Relationship
Includes promoting positive working to avoid conflict and dealing with unacceptable behaviour

The standard is that:

• Employees indicate that they are not subjected to unacceptable behaviours, e.g. bullying at work; and
• Systems are in place locally to respond to any individual concerns.

What should be happening / states to be achieved:

• The organisation promotes positive behaviours at work to avoid conflict and ensure fairness;
• Employees share information relevant to their work;
• The organisation has agreed policies and procedures to prevent or resolve unacceptable behaviour;
• Systems are in place to enable and encourage managers to deal with unacceptable behaviour; and
• Systems are in place to enable and encourage employees to report unacceptable behaviour.

Role
Whether people understand their role within the organisation and whether the organisation ensures that the person does
not have conflicting roles

The standard is that:

• Employees indicate that they understand their role and responsibilities; and
• Systems are in place locally to respond to any individual concerns.

What should be happening / states to be achieved:

• The organisation ensures that, as far as possible, the different requirements it places upon employees
  are compatible;
• The organisation provides information to enable employees to understand their role and responsibilities;
• The organisation ensures that, as far as possible, the requirements it places upon employees are clear; and
• Systems are in place to enable employees to raise concerns about any uncertainties or conflicts they have in
  their role and responsibilities.

Change
How organisational change (large or small) is managed and communicated in the organisation

The standard is that:

• Employees indicate that the organisation engages them frequently when undergoing an organisational change;
  and
• Systems are in place locally to respond to any individual concerns.

What should be happening / states to be achieved:

• The organisation provides employees with timely information to enable them to understand the reasons for
  proposed changes;
• The organisation ensures adequate employee consultation on changes and provides opportunities for
  employees to influence proposals;
• Where possible, employees are encouraged to develop new skills to help them undertake new
  and challenging pieces of work;
• Employees are aware of the probable impact of any changes to their jobs. If necessary, employees are given
  training to support any changes in their jobs;
• Employees are aware of timetables for changes;
• Employees have access to relevant support during changes