Stress Policy (PS 725)

Introduction

The health, safety and wellbeing of our workforce is important to Nottinghamshire Police and the Nottinghamshire Office of the Police and Crime Commissioner (OPCC) and we understand the positive impact that a healthy and engaged workforce make to the success of the service.

By prioritising wellbeing and inclusivity, we ensure that our police workforce is not only supported in the present, but we are also striving to develop a workforce which is fit for the future by equipping them with the values, awareness and skills necessary for a rapidly evolving policing environment.

We are committed to proactively identifying and reducing the causes of workplace stress, as we acknowledge that this is an important health and safety issue.

This policy is applicable to all officers, staff and volunteers. It is a line manager’s responsibility to implement the policy, and it is Nottinghamshire Police and the OPCC’s responsibility to provide the necessary support and resources.

Background

Stress is defined by the Health and Safety Executive (HSE) as “the adverse reaction people have to excessive pressure or other types of demand placed on them. There is a distinct difference between stress and pressure, as if managed correctly pressure can have a positive effect on individuals, whereas stress can be seen as detrimental to their wellbeing.

“Evidence suggests that neurodiverse individuals may experience heightened stress due to sensory sensitivities, communication differences, and the need to mask behaviours. It is essential that line managers are aware of these factors and ensure that reasonable adjustments are not only offered but actively reviewed and tailored to individual needs.

“Stress may be exacerbated by intersecting factors such as race, gender identity, disability, and neurodiversity. Managers should be mindful of these intersections and ensure inclusive, person-centred support.”

The effects of long-term stress can be seen in physical, intellectual, emotional and behavioural signs. These can include headaches, nausea, tiredness, palpitations, worrying, making mistakes, anger, irritability, job dissatisfaction and burnout.

The aim of this policy is to identify and manage stressors in the workplace, ensuring our workforce can perform their duties effectively while maintaining their physical and mental wellbeing.

Details

To prevent stress symptoms escalating, early intervention is important. In many cases, obvious indicators that an individual is suffering from stress may not be present, however, early signs can include:

• Physical, emotional and behavioural changes, especially when communicating with others.

• Decrease in productivity and focus.

• Showing signs of tiredness or being withdrawn.  

• Increased absence levels.

Identifying the stress risk factors

The HSE identifies six main areas of work design which can affect stress levels:

• Demands – includes workload, work patterns and the work environment.

• Control – how much say a person has in the way they do their work.

• Support – includes the encouragement, sponsorship and resources provided by Nottinghamshire Police and OPCC’s, line management and colleagues.

• Relationships – promoting positive working to avoid conflict and dealing with unacceptable behaviour.

• Role - whether people understand their role within Nottinghamshire Police or the OPCC and whether the organisation ensures that they do not have conflicting roles.

• Change – how organisational change (large or small) is managed and communicated in Nottinghamshire Police and OPCC.

Line manager responsibilities

Line managers are responsible for identifying and addressing work-related stressors within their teams. They should provide support to members of their team who are experiencing stress and refer them to the appropriate resources.

Line manager responsibilities are to:

• If they have identified possible work-related stress symptoms arrange an informal meeting to complete a G1089 individual stress support plan or G1089 Team Stress Risk Assessment as applicable.

• Implement recommendations developed from individual stress support plans and team stress risk assessments.

• Ensure clear communication between management and the police workforce, specifically on organisation changes that may affect them personally.

• Monitor their teams working hours to ensure they are not being overworked and are able to cope with the additional hours that they may be required to work or volunteer to work.

• Manage annual leave entitlement to ensure their team are taking their full entitlement.

• Offer additional support to their team who are experiencing stress outside of work.

• Proactively identify and mitigate work-related stress, particularly where it may disproportionately affect individuals with disabilities, neurodiverse conditions, or other protected characteristics ensuring that reasonable adjustments, inclusive practices, and psychological safety are embedded into everyday management.

Line managers will strive to create an environment in which our workforce feel capable of approaching their manager to discuss stress.

Health and Safety responsibilities

Health and Safety representatives are crucial in maintaining employee wellbeing by guiding line managers on stress management and regularly reviewing the effectiveness of workplace policies to ensure ongoing improvement.

The responsibilities of Health and Safety representatives are to:

• Provide stress management and risk assessment guidance for all line managers.

• Continually review the effectiveness of Nottinghamshire Police’s policy on reducing stress.

People Services responsibilities

People Services representatives play a vital role in supporting both employees and managers by overseeing the implementation and effectiveness of stress management policies.

The responsibilities of People Services representatives are to:

• Provide guidance on the stress policy to line managers.

• Review sickness absence data to measure the effectiveness of Nottinghamshire Police’s stress policy.

• Provide support to individuals and line managers.

• Provide advice on reasonable adjustments.

• Encourage referrals to Occupational Health if appropriate.

Occupational Health responsibilities

Occupational Health is integral to fostering a supportive and resilient workplace environment, working proactively to safeguard employee wellbeing. By offering professional advice on health matters, conducting thorough assessments, and collaborating with both People Services and line managers, Occupational Health ensures that individuals receive tailored support and effective interventions to manage stress and related health issues.

The responsibilities of Occupational Health representatives are to:

• Conduct health assessments.

• Provide professional advice on workplace adjustments.

• Assist with the development of tailored stress management strategies. 

• In collaboration with line managers and People Services offer expertise on early intervention, rehabilitation and the facilitation of a healthy working environment.

Individual responsibilities

Officers, staff and volunteers have a responsibility for themselves in relation to their own stress management whilst at work and they should raise any issues relating to workplace stress to their line manager, Health and Safety Advisor, Occupational Health or People services. Individuals can also seek advice/support from the Unions/Federation, Support Networks or the Wellbeing team.

Process

In brief the process is as follows: 

• Discussion between the individual/team and their line manager. 

• Completion of the Individual Stress Support Plan or Team Stress Risk Assessment Form (G1089).

• Identification of actions or reasons for why actions are not going to be resolved/addressed. 

• Regular monitoring and reviews as part of one to ones or team meetings as applicable.

Legislative compliance

This document has been drafted to comply with the general and specific duties in the Equality Act 2010; Health and Safety at Work Act 1974, Management of Health and Safety at Work Regulations 1999, Data Protection Act; Freedom of Information Act; European Convention of Human Rights; Employment Act 2002; Employment Relations Act 1999, and other legislation relevant to policing.

-----------------------------------------------------------------------------------------

PS 725:
Stress

Type of Document:
Policy

Version:
1.0

Registered Owner:
Claire Salter - Head of People Services

Author/Reviewer:
Harriet Shepherd

Effective Date:
October 2025

Review Date:
October 2030