VIEWPOINT
IN THE WORKPLACE Workplace stress remains a key issue for many and the Coronavirus crisis has increased anxiety levels among workforces, says Tina Chander
MITIGATING STRESS
THE CORONAVIRUS CRISIS has undoubtedly increased anxiety levels for most people, and despite an increase in the number of employees working from home, workplace stress remains a key issue for many.
To combat this, Public Health England and other mental health charities have extended their support services, which businesses may wish to inform their workers about.
For employers, it’s crucial they try to mitigate stress in the workplace, as they have a duty of care towards their workforce – if they fail to look after employees, then they could face a slew of workplace injury claims. Not only this, but research suggests that a stressed workforce is generally less productive.
Impact on Mental Health
Key triggers identified for work-related stress include workload pressures, workplace interpersonal relationships and changes at work. Given the current economic disruption, job insecurity and social distancing, these factors are likely to be amplified.
For some businesses, the lockdown period has forced them to temporarily close, leading to furloughs and even redundancies. Therefore, workplace anxieties will have been compounded for many, with uncertainty surrounding future employment once restrictions are lifted. Most firms have new health and safety procedures in place that may cause added stress for employees, who haven’t adjusted to the new ways of working. Naturally, there will also be a lot of people concerned with coronavirus from a health perspective, particularly if they have friends or relatives in
‘high-risk’ categories or are in a ‘high-risk’ category themselves. Under these circumstances, it can be tempting to ignore the stress issue and concentrate on core activities, but the impact on the workforce can be so severe that businesses should consider some relatively simple steps.
Risk Assessment One course of action for businesses to take is to conduct a ‘Stress Risk Assessment’, which will enable them to focus clearly on the newly emerging drivers of stress, whilst taking steps to minimise their impact.
Given the unprecedented scale of upheaval, any existing risk assessment may not be fit for purpose, so performing a new assessment will demonstrate a responsive and flexible attitude toward protecting the workforce. Many employers may have completed risk assessments during the first lockdown, however conducting a new and updated risk assessment will ensure that employers are able to adapt to any new challenges that may have arisen.
A new risk assessment should seek to address potential problems such as whether the workforce has adequate space to work, whether they have any concerns arising out of lone- working or whether there are any potential new risks caused by working from home.
By identifying the causes of stress and trying to deal with them, a business can demonstrate at any later date, that it took reasonable steps and fulfilled its duty of care.
Mental welfare With some businesses closing temporarily throughout the lockdown period, employees will once again be facing prolonged
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periods of loneliness and isolation. Therefore, it’s crucial that workers are adequately supported throughout the crisis, with businesses aiding those who need it most. For managers, this means increasing the number of one-on-one meetings to monitor worker welfare and familiarising themselves with the signs of stress and anxiety.
Where necessary, workers should be made aware of employee assistance programmes and taught coping strategies if they are currently struggling and to prepare them in case they begin to encounter difficulties as the regulations imposed continue to remain in force.
For those in need of support, it can be difficult to reach out and ask for help if they’re not surrounded by colleagues that would usually offer their advice. Therefore, it’s crucial that employers update their stress risk assessments and continue to regularly monitor their colleagues, providing opportunities for employees to interact and develop relationships while they are at home.
Company Policies Businesses may consider implementing the following policies: Coronavirus Policy, Flexible Working Policy and a Homeworking Policy.
In addition to this, businesses may wish to consider
implementing a Stress at Work Policy, which can provide guidance to employees on how to handle stress at work, seek support from their employer and this can also include details of support services, if necessary. Not only will this protect the business by implementing procedural changes and providing guidance for the workforce, but it will also provide a level
of comfort to the workforce who will recognise the business is responding sensibly and proactively to the crisis.
This can relieve a lot of pressure from employees, as they feel reassured that their employer is making an effort to support them should they need it. It also demonstrates the business is paying attention to the needs of its employees and is committed to their health and wellbeing.
Communication For firms that have had to furlough staff or have reduced their workforce due to limited customers, it’s important that the lines of communication between managers and employees remain open throughout. NHS guidance suggests that connecting with people is a key factor to addressing stress, even if they are not physically in the workplace. The workforce should be encouraged to discuss their stress and managers should respond with consistent messaging, whilst noting any shared occurrences which might point to a serious issue.
Businesses are urged to keep in contact with the workforce by making regular telephone calls, conference calls and scheduling team meetings to ensure everyone is coping fine. If claims concerning COVID related stress emerge, the businesses in the strongest position will be those that can demonstrate they took the issue seriously, whilst pointing to a recorded risk assessment and structured engagement with employees throughout. BMJ
• Tina Chander is a partner and head of the Employment team at Midlands law firm, Wright Hassall.
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