STRESS RA

Individual / team stress risk assessment — clubSENsational
Private & confidential

Individual/team stress risk assessment form

(1-2-1 / team discussion document)

Complete during the meeting. Drafts stay in this browser only.

HSE toolkit Cover Demands Control Support Relationships Role Change Appendices Summary Sign off Summary PDF

The Health & Safety Executive (HSE) — supporting guidance

The Health & Safety Executive’s (HSE) Talking Toolkit provides useful additional guidance and support. The toolkit is designed to help managers have initial discussions with their employees as part of your organisation’s overall work-stress management approach, and can supplement this employee stress risk assessment form.

https://www.hse.gov.uk/stress/assets/docs/stress-talking-toolkit.pdf

Cover details & overall risk score

Overall risk score (please refer to the Appendices for guidance).

Workload and job demands

(How the employee/team perceives their ability to cope with the demands of their job, whether they feel they are provided with achievable demands in relation to their normal working hours and whether their skills and abilities are matched to their job requirements).

Stressor Observations / issues identified Severity (S) 1–5 · bar + number · App. I Likelihood (L) 1–5 · bar + number · App. I Score S×L + risk band · App. II–III Additional control measures By who By when
Discussion points:
  • On the whole, does your workload feel achievable?
  • Do you have clear priorities?
  • Do you have realistic deadlines?
  • Do you have sufficient resources to do your job?
  • Are your skills, training and knowledge sufficient to do your job?
  • Do you have any other concerns?
  • What improvements or support could be put in place to help with any of the issues discussed?

Job control

(How employees feel they are consulted over the way their work is organised, having regular opportunities to discuss and input into work/projects, the degree to which they are encouraged to utilise their skills and initiative to undertake their work, for example).

Stressor Observations / issues identified Severity (S) 1–5 · bar + number · App. I Likelihood (L) 1–5 · bar + number · App. I Score S×L + risk band · App. II–III Additional control measures By who By when
Discussion points:
  • Do you feel appropriately involved in how decisions about your role are made?
  • How well do you feel you have a say in how your work is organised?
  • Do you feel your opinions are listened to?
  • Do you feel that your skills and capabilities are used effectively? Could more be done/differently?
  • Do you have any other concerns?
  • What improvements or support could be put in place to help with any of the issues discussed?

Support, resources and communication

(How employees feel about the level of information and support from colleagues and their manager, knowing what support is available and how to access it, for example).

Stressor Observations / issues identified Severity (S) 1–5 · bar + number · App. I Likelihood (L) 1–5 · bar + number · App. I Score S×L + risk band · App. II–III Additional control measures By who By when
Discussion points:
  • Do you feel your company/working environment is a positive place to work?
  • Do you feel valued in the work you do?
  • Do you know what support is available to you?
  • Where might you go for support?
  • Do you believe there are suitable opportunities to discuss issues or pressures?
  • Any other concerns?
  • What improvements or support could be put in place to help with any of the issues discussed?

Work relationships

(How employees feel they are treated at work, the degree to which they feel they are subject to unacceptable behaviours, whether relevant policies and procedures are in place to report and address poor behaviours, for example).

Stressor Observations / issues identified Severity (S) 1–5 · bar + number · App. I Likelihood (L) 1–5 · bar + number · App. I Score S×L + risk band · App. II–III Additional control measures By who By when
Discussion points:
  • Are you exposed to, or subject to bullying or harassment at work?
  • Do you feel that open, honest communication is encouraged in the team/leadership/company?
  • Do you know where to go and what to do if you experience unacceptable behaviour?
  • Do you feel confident that steps would be taken to investigate and resolve any issues identified?
  • Do you feel there is any lack of recognition for diversity in the team?
  • Any other concerns?
  • What improvements or support could be put in place to help with any of the issues discussed?

Job role and conditions

(How employees understand their role and responsibilities, perceived clarity of role expectations, for example).

Stressor Observations / issues identified Severity (S) 1–5 · bar + number · App. I Likelihood (L) 1–5 · bar + number · App. I Score S×L + risk band · App. II–III Additional control measures By who By when
Discussion points:
  • Do you feel you are sufficiently inducted into your role?
  • Are you clear about your role and responsibilities?
  • Do you clearly understand your role/responsibilities?
  • Is your reporting structure clear?
  • Are you clear on your performance objectives?
  • How well do you understand how your role fits with the overall goals of the team/company?
  • On the whole, do you feel that your responsibilities are achievable?
  • Are there other demands outside your normal role which are affecting your main duties?
  • Any other concerns (e.g. length of commute? Having dull or repetitive work? Role interfering with an appropriate work/life balance?)
  • What improvements or support could be put in place to help with any of the issues discussed?

Job security & change

(How employees feel how change is communicated and managed in the company, whether they are provided with relevant and timely information so they understand the need and potential implications of change(s), the degree to which they are consulted about change, for example).

Stressor Observations / issues identified Severity (S) 1–5 · bar + number · App. I Likelihood (L) 1–5 · bar + number · App. I Score S×L + risk band · App. II–III Additional control measures By who By when
Discussion points:
  • Do you feel the company/leadership manages and communicates change sufficiently?
  • Do you feel you have sufficient opportunities to comment/influence change?
  • Do you feel you are properly consulted when changes are made which affect you and your role?
  • Do you feel the reasons for the change are explained well?
  • Do you feel you have sufficient time/resources to implement changes that affect your role/work?
  • What improvements or support could be put in place to help with any of the issues discussed?

Appendix I — Severity and likelihood measures

Severity measure — perceived scale of potential mental distress posed to the team/employee as a result of work-based stress (based on existing evidence). Can include one-off situations and short-term stress not requiring medical intervention.

LevelDescription
InsignificantPerceived scale of potential mental distress posed to the team/employee as a result of work-based stress is insignificant. This is based on existing evidence. This can include one-off situations and short-term stress not requiring medical intervention.
MinorThere are some concerns displayed over a period of time, but they are minor. Support is given by line manager and work colleagues and does not require time off work.
ModerateStress displayed is quite significant. It could follow a traumatic work situation or occur over a longer period of time. It can potentially cause ill health and might require intervention such as GP.
SevereResult of a stress-related illness causing incapacity to work and requiring medical intervention.
ExtremeStress-related ill health that is extreme and leads to long-term or permanent incapacity to work.

Likelihood measure — how likely it is that the stressor could cause further mental distress or harm in the circumstances.

LevelDescription
RemoteThere is very little or no risk of the stressor causing an accident or causing further mental distress. All reasonable precautions have been taken.
UnlikelyThe stressor could cause further distress or an accident, but the risk is minimal and the probability is still low.
PossibleThe stressor could cause an accident or further mental distress if additional factors contribute to it, but it is unlikely to happen without them.
LikelyThe stressor will, more often than not, cause further mental distress or an accident. Additional factors could contribute further, but it is still likely to happen without any additional factors.
Almost certainThe stressor will almost certainly cause further mental distress and employees/team could be injured or cause injury due to work-related stress.

Using 1–5 in the tables above: map severity to Insignificant=1 … Extreme=5 and likelihood to Remote=1 … Almost certain=5, then multiply for the matrix in Appendix II.

Appendix II — Potential risk table

Multiply the two scores (likelihood × severity) to calculate the overall risk for a stressor. Example: an employee that a line manager observes with “Moderate” severity (e.g. their stress is quite significant and may result in a traumatic work situation) against a “Possible” likelihood (the stressor(s) could cause an accident or further distress) would equate to an overall risk score of 9 (see matrix).

Likelihood →
Severity ↓		 Insignificant Minor Moderate Severe Extreme
Almost certain510152025
Likely48121620
Possible3691215
Unlikely246810
Remote12345

Appendix III — Overall risk table & actions

Use the overall score from Appendix II with the band below to agree actions (adapt to your organisation’s governance).

ScoreRiskAction
Low (1–3) Acceptable
  • No further action required
  • Review and monitor to ensure any controls in place are maintained and the situation does not change
Moderate (4–6) Some action required
  • Make effort to work together to find solutions to reduce the risk
  • Complete and agree an action plan
  • Ensure any changes are carefully measured and are kept to a low or moderate level
High (8–12) Immediate action required
  • Methods to reduce risks should be implemented immediately
  • Consider restricting activity until control measures are implemented
  • Complete and agree an action plan
  • Ensure control measures are maintained and reviewed regularly
  • Refer employees to Occupational Health within two working weeks to avoid unnecessary prolonging or worsening of their condition
Very high (13+) Intolerable, immediate action required
  • Substantial improvements of risk control measures are necessary to ensure risk is reduced to a low or moderate level
  • Activities should be stopped until controls are in place and carefully monitored once implemented
  • Refer employee to Occupational Health within two working weeks to avoid unnecessary prolonging or worsening of their condition

Summary of discussion & agreed actions

Sign off

Employee / participant
Name / signature / date
Line manager
Name / signature / date
HR (if applicable)
Name / signature / date

Generate summary PDF

Wide tables: scroll horizontally if needed. Save draft uses localStorage in this browser. Risk bands and occupational health wording must match your organisation’s policy.