Stress in the workplace

Advice on how to report and handle stress issues in the workplace.

How to report stress issues in the workplace

Stress-related issues are the most common H&S risks in the sector. They should be treated as being equally important to physical or environmental risks.

All stress-related issues should be reported either as incidents or near misses.

Gather evidence

As soon as you become aware of any stress issues, start keeping a detailed record of all relevant details, including:

What happened
Dates and times of any incidents
What was said or done
Who was involved

You should also keep copies of any relevant emails or other communications.

If you feel unwell due to stress, see your GP to get a formal diagnosis and medical advice.

Make an informal report with your line manager

Before making a formal report we recommend you speak informally with your manager first, but document everything in writing afterward. We also recommend you read the stress risk

management policy and make sure this is followed.

Make a formal incident or near miss report

Once you’ve made an informal report, you should make a formal incident or near miss report:

Report an accident, incident or near miss

Contact your departmental contact

If the issue is not resolved once you’ve made a report, raise the matter with your UCU departmental contact who can help to pursue the issue on your behalf.

If necessary, they can help you escalate the matter with a formal grievance.

Examples of stressful events, incidents or near misses

Examples of situations which may constitute a stress related incident include:

High Demands & Workload: Excessive workload, tight deadlines, long hours, or a fast pace of work.
Lack of Control: Having little autonomy or control over how and when work is done or participating in decision-making processes that affect one’s job.
Interpersonal Conflicts: Bullying, harassment, discrimination, or difficult relationships with bosses and coworkers.
Organizational Change & Insecurity: Fear of redundancy (layoffs), company restructuring, job insecurity, or lack of engagement during periods of change.
Role Ambiguity: Unclear job expectations, responsibilities, or having conflicting demands from multiple supervisors.
Lack of Support: Insufficient support, encouragement, or necessary resources/training from managers and colleagues.
Inadequate Recognition: Not feeling appreciated or receiving little recognition for good work performance.
Poor Working Conditions: Unpleasant physical environments such as crowding, excessive noise, or poor air quality.
Critical Incidents: Experiencing or witnessing a traumatic event at work, such as an accident, an assault, or the death of a colleague.

Workplace Violence or Harassment: A manager or colleague becomes verbally abusive or otherwise adopts an aggressive posture toward a staff member over a workplace matter.

Work related stress arising from rescheduling and restructures

The Stress Risk Management Policy states that managers, in consultation with HR, must ensure that a suitable and sufficient Stress Risk Assessment (SRA) is undertaken and consulted upon with their School or Department.

If working practices vary with work areas (eg there are different teams of research groups), it’s likely that there may be the need for different SRAs for different groups.

Existing SRAs must be reviewed if:

There are changes in the workplace that could lead to new risks (for example restructures, changes to staff)
A member of staff presents a Fit Note that identifies stress related issues
A member of staff raises any concern about increased stress

If the proposed rescheduling is causing you additional stress, or you are concerned about your colleagues, you should inform your manager.

We would recommend that you also notify SUCU so that we can ensure that the risk assessment review takes place and the revised document complies with H&S law by being suitable and sufficient.