Employee Well-Being

					Employee Well-Being

   Policy and Guidance
            April 2007

     Wiltshire County Council
                              Employee Well-Being

Contents                                                      Page No.

Introduction                                                     2

1. What is employee well-being?                                  2

2. Why this policy and guidance has been produced?               2

3. General policy statement                                      3

4. Roles and responsibilities                                    4

5. Mutual Charter                                                5

6. Issues of key importance                                      5

7. Preventative Measures – a) Policies and Procedures            6

8. Preventative Measures – b) Specialist Staff                   7

9. Preventative Measures – c) Schemes and Benefits               7

10. Preventative Measures – d) Work / Life Balance               8

11. Support Structure                                            9

12. Monitoring and Review of this Guidance                       10

13. Further information and advice                               10

Appendix I – Corporate policy & procedures operating within      11
             Wiltshire County Council

Appendix II – Management Standards and Risk Assessment           12

Appendix III – 2006/07 Action Plans                              15

Appendix IV – Signs and Symptoms                                 17

                         Guide to Employee Well-being

All managers must read this guidance and apply it across the breadth of their
responsibilities. Consistent and proper application will enhance the working life of
every employee and the overall delivery of Council services.

1. What is employee well-being?
It’s about feeling that your job contributes positively to your life rather than being a
source of illness, harmful stress or other discontent. It’s also about feeling respected
and valued and that you and the work that you do really matters and makes a

To achieve this, it is important that the Council makes sure that employees have the
right amount of the right type of work as well as the proper skills, facilities and
equipment to be able to do it. It’s also important that employees are able to feel that
they have some control over the way in which their work and working environment is
organised and that there is clear and regular communication between them and their
line management.

Circumstances in an employee’s personal life can also affect behaviour and
performance at work and, whilst it may be beyond the scope of the Council to directly
address those personal issues, it is right that managers take these into consideration
in assessing any sense of well-being once they are aware of them.

Beyond all of this, those who work for Wiltshire County Council should feel that it is a
good employer with a range of additional employee benefits that makes it attractive
against other employers.

2. Why this policy and guidance has been produced
The Council is committed to ensuring the health, safety and welfare of all employees
as far as is reasonably practicable. This includes the psychological and emotional well-
being of employees every bit as much as their physical good health.

The Corporate Leadership Team also believes that having a management ethos
committed, within operational constraints, to addressing the needs and expectations of
employees, is likely to contribute towards optimum business effectiveness. Healthy, fit
employees with a strong sense of well-being will perform better and be less likely to be
absent from work or to seek other employment.

There is also a clear link between the Council’s approach and aspirations in respect of
employee well-being and its commitment to achieving and maintaining its Investors in
People status.

This guidance will, therefore, establish the ways in which managers and other
employees can contribute to their own well-being and to that of their colleagues. It will
also identify the procedures that can be used by managers to help alleviate the
detrimental effects that an individual may be suffering as a result of circumstances
within the manager’s control. It will do this by:

 Providing a clear policy statement;
 Setting out the roles and responsibilities of particular people and services;
 Emphasising the mutual charter of expectation between the Council and its
 Setting out the practices and procedures that contribute to employee well-being;
 Explaining the support structure in place should these practices and procedures

3. General policy statement

All employees should have the benefit of a working environment that positively
contributes to their own sense of well-being and security. The working environment
includes the way in which the workload and the workplace are managed as well as
the physical conditions in which the work takes place.

The Leader of the Council and the Chief Executive both accept their responsibility to
work towards attaining this and to instigate and maintain the cultural environment
necessary to achieve it.

Fundamental to this is the need for fair and effective management by managers that
are competent in the range of skills needed for that role. Good managers, managing
properly will be the single biggest factor in reducing the possibility of the harmful
effects of stress being experienced.

Managers need to be competent in all areas of their management function and a
‘Managers’ Good Practice Assessment’ checklist has been developed for use to
identify areas in need of development. This checklist is to be used during the
appraisal process for all managers.

Managers will be expected to continually assess the working environment for
significant sources of stress and to be aware of, and alert to, the symptoms of stress
in the people that they manage. They must also monitor through team meetings,
supervision sessions and appraisals the levels of employee well-being.

Having said this, Managers’ diligence can not be expected to be failsafe and all
employees must be responsible for bringing attention, at the earliest opportunity, to
any situation or factor that may be a source of stress or poor well-being either to
themselves or to others.

All issues will be treated with sensitivity and, if necessary, confidentiality in seeking to
reduce or eliminate the source of the concern and in providing support to the
employee to minimise any adverse effect and hasten the recovery.

4. Roles and responsibilities
The Corporate Leadership Team has endorsed this guidance and has agreed that it
should be actively promoted among managers and supervisory staff and be available
to everyone.

Each Chief Officer will seek to cultivate and promote a culture in which employees
have a positive sense of well-being and where work-related stress is treated as any
other form of ill-health would be. Each Chief Officer will also ensure that all cases
where employee well-being is an issue are managed appropriately with reference,
where necessary, to the specialist roles set out below.

Individual managers have the largest role in achieving the aims of this guidance not
only because it is they who have the greatest daily influence upon the working
environment but also because it is this group which is primarily expected to recognise
the potential or actual symptoms of stress and to monitor levels of well-being.

Managers have the specific responsibility for:

 making themselves aware of this guidance and how it affects their role;
 making themselves aware of, and operating within, all of the County Council’s
    management policies and procedures (listed in Appendix I);
   carrying out risk assessments in relation to employee well-being (see Appendix
   using the self-development tool (Managers’ Good Practice Assessment) prior to
    their own appraisal;
   prioritising management and leadership development within their own personal
    development plans;
   monitoring work performance and absences;
   informing employees of support available to them;
   ensuring that new employees or employees in new posts or with new
    responsibilities are assessed as being capable of fulfilling their roles without
    detriment to their health or safety;
   recognising the symptoms of stress in those they manage and work with;
   seeking to resolve, mitigate or remove any causes of stress using advice from
    this guidance where relevant;
   referring those with on-going symptoms of stress to the Occupational Health
    Service and, if appropriate, supporting access to external specialist counselling
   dealing with all instances professionally, sensitively and, if necessary,

No matter how vigilant managers are, it is inevitable that individual employees will
often be the first to identify circumstances which are affecting well-being or could
induce stress. They will almost certainly be the first to recognise that they are starting
to experience some of the early signs of stress.

All employees will therefore be encouraged to take responsibility for alerting a
suitable person to any concern they may have in respect of stress, their general
ability to carry out their work duties without detriment to their health or safety or any
other sense of discontent.

A suitable person means either the immediate supervisor or line manager or, if this is
not possible, another manager, a Chief Officer or any of the specialist support staff
listed later in this guidance.

The source of the concern may not be wholly work-related and employees should be
encouraged to share details of circumstances in their personal lives which could be
significantly affecting their health or work performance. All such information is to be
treated with complete confidence to the extent that Council procedures allow
(ultimately some information may need to be disclosed to allow Chief Officers or
elected members to make decisions).

5. Mutual Charter
The Council has indicated its commitment to employee well-being and seeks to
operate fair and equitable employment practices; to have skilled managers; to have
reasonable working conditions and workplaces; and to be responsive and flexible to
the needs and demands of its employees.

Employees must likewise commit to playing their part in achieving this policy’s
objectives. This means attending for work; working to the best of one’s abilities;
adhering to the guidelines and codes of conduct that are set; and to working
collaboratively with their manager and colleagues.

Compliance with this simple charter will go a long way to avoiding conflicts, sources
of stress and impediments to good employee well-being.

6. Issues of Key Importance
Staff surveys and the analysis of occupational health referrals consistently indicate
that cases affecting well-being and stress within our workforce arise predominantly
from 4 broad areas other than personal issues. They are:

   The perception of ineffective management skills leading to employee/manager
   The volume of work and its relentless nature;
   The fear of change or the inability to adjust to it;
   The perception of poorly applied or protracted corporate procedures.

Tackling each of these is a key priority for the Council. Action plans are given in
the Appendix III to this guidance and will be regularly monitored and updated.

7. Preventative Measures – a) Policies and Procedures
The Council has a number of corporate policies and procedures to assist managers
to manage effectively and to ensure that all employees are given a fair and consistent
quality of management.

A full list of these policies is given in Appendix I and all are available from Human
Resources and on the Intranet.

No-one is expected to have an encyclopaedic recall of these documents but
everyone should be aware of them and the occasions when they are relevant.
Managers in particular should be able to demonstrate their understanding of the main
principles and of the triggers for applying them.

Managers should also be aware of other procedures and measures which should be
used to contribute towards employee well-being and to counter stress. These include:

Induction process introduces employees to the working environment and the work

Skills training enables the employee to work efficiently, effectively and safely.

Management training through the Manage2Lead programme.

Refresher training updates and re-enforces skills.

Flexible working arrangements may be possible to accommodate personal
circumstances or preferences.

Appraisal and regular supervision sessions allow for work to be discussed and
evaluated and for mutually agreed workloads and targets to be established.

Risk assessments identify areas in which employees’ health or safety is vulnerable
and provide a means to introduce more adequate control measures.

Team briefings, ‘News and Views’ and other means of communicating
information help to ensure that all employees are kept abreast of workplace issues
which may affect them.

8. Preventative Measures – b) Specialist Staff
In addition to normal line management, the Council has specialist staff that can
provide support for employee well-being issues.

Human Resources can provide guidance on the scope and range of options
available to managers and individuals in particular situations. This helps to ensure
fair and consistent management standards, which in turn provides reassurances to

The Occupational Health Service also provides support and advice to managers
with two important functions. By pre-employment health screening they will ensure
that prospective employees are fit to undertake the range of duties being offered, or
identify the type of support that a person may need to perform effectively in the job.
Then later, should there be any early indication of stress or concern about sickness
absence, the Service can investigate and give advice.

The OH Service also screens calls to the Employee Well-Being helpline and can fast-
track access to specialist counselling services if appropriate.

The Health and Safety Service will provide advice and support to all employees to
enhance the physical working environment and develop safe systems of work. They
will also contribute to the risk assessment process and help determine what
measures can best counter particular risks.

Trade Union Appointed Representatives and other Employee Representatives
have been consulted in the production of this guidance. Trade Union Representatives
can provide members with information and support on a wide range of employee
well-being issues and any member may seek their advice at any time.

9. Preventative Measures – c) Schemes and Benefits

Fitness and exercise* – employees are eligible for discounted rates to fitness and
leisure facilities across Wiltshire. Payment is either through direct debit or by salary
deduction. Provision has been made at some workplaces for people to cycle or walk
to work by installing changing facilities and secure storage areas. Pool bicycles are
available for business and leisure purposes.

Health Screening - employees are eligible for discounted rates to health screening
in partnership with a nationally reputed provider.

Massage – at County Hall, where the number of staff working make it a viable
scheme, independent therapists provide at-the-desk massage to relax and revitalise.
This is paid for by the employee. Fees are set by the therapists.

Healthy eating* – Contracted caterers are encouraged to provide healthy
alternatives on menus and in vending machines. Water coolers are generally
provided in most workplaces.

 Smoking* – smoking is prohibited in all council workplaces and externally on all sites
 and within all work vehicles. This is to ensure a smoke-free environment for all
 employees. Smoking cessation sessions are available to employees wishing to stop

 Childcare – employees who pay for child care may be entitled to receive childcare
 vouchers which can be used as part payment for nursery, childminder, playgroup or
 after-school club costs. The vouchers are exempt from tax and national insurance
 contributions and represent significant savings.

 Other financial support – the Council operates a relocation scheme and a lease car
 scheme and regularly runs free to attend financial seminars with access to expert
 advisers. Discounted season passes on some bus and rail routes are available.

* these are key parts of the Wiltshire Strategic Board’s goals for a healthier Wiltshire
 and the Council will be proactively exploring additional ways to encourage staff to
 make healthy life choices.

 10. Preventative measures – d) Work / Life Balance

 The Council expects everyone to be able to enjoy a comfortable balance between the
 time spent at work or thinking about work and the time devoted to the other parts of
 your life.

 In most instances, employees will have specific contracted hours and should be able
 to complete all of their normal duties within that time. Additional work may be
 necessary on occasions but this should not be a regular feature of your job.
 Additional hours worked will usually be recompensed by extra pay or the possibility of
 time off at a later date.

 Some employees will have a contractual duty to work according to operational
 demand but here the safeguards of the Working Time Regulations should avoid
 anyone from working excessive hours over a prolonged period. No-one should
 exceed an average of 48 hours worked per week over any 17 week period. Managers
 must monitor this.

 Working additional hours at home and during ‘out-of-hours periods’ should not be a
 regular feature of your job unless your role specifically requires it and nor should you
 be routinely disturbed at home by colleagues trying to contact you about work issues.

 Rest breaks should be taken away from your work during working periods in excess
 of six hours. All employees are encouraged to take advantage of natural and
 structured breaks to take refreshments and rest or to use the time for their own

 Employees should not take up any other employment which may affect their well-
 being; adversely impact upon their performance for the Council; or contravene The
 Working Time Regulations without discussion with their manager.
 The Council also has a further range of policies which promote flexibility for
 employees to manage their work duties alongside their personal lifestyles. These

include homeworking, job-sharing, flexible working hours, maternity and paternity
leave, family emergency leave, compassionate leave and opportunities for unpaid
leave in certain circumstances.

 Conversely, whilst employees are at work, they are expected to devote their
attention and time to their work. Employees should not bring children or pets to work.
Any issue from your personal life which may impact upon work performance or
attendance should be discussed with your manager.

11. Support Structure
Despite all of the policies, procedures and measures outlined above, there may be
occasions when employees experience feelings and physical symptoms of ill-health,
stress or general discontent which may be linked to their work or working

In addition to capable and sensitive management, a range of support services and
procedures are available to reduce the harmful effects and facilitate full and speedy
recovery. Managers should carefully consider which combination of these (if any)
may be suitable to deal with a particular situation.

Human Resources can oversee the correct application of policies and investigate
issues which are resulting in conflict, stress or other discontent. Mediation by HR
Advisers can often be the best way to find resolutions.

The Occupational Health Service can provide advice and medical opinion about an
individual’s future fitness for work. This service is accessed by line management
through Human Resources. In exceptional circumstances where access through
normal line management is not possible, individuals can refer themselves to the OH

A confidential Employee Well-Being Helpline (01225 713147) is available to all
staff. Calls are screened and assessed by an Occupational Health Adviser. Callers
may be signposted to relevant external providers or specialist counselling services.

12. The monitoring and review of this guidance
By the very nature of the subject it is difficult to measure the degree of employee
well-being but there are some indicators which will be used to assess the effect of the
measures set out in this guidance and to influence its review.

These will include:
 sickness absence
 occupational health referrals
 management skills training uptake
 other training uptake
 use of the managers’ self-analysis tool
 information from exit interviews
 redeployment and ill-health retirement figures
 annual staff attitude survey
 compliance with HSE management standards

13. Further information and advice
Anyone who wants more information related to this guidance can contact any of the
specialist staff mentioned in the document on the numbers below:

     Human Resources                                 01225 713027

     Health & Safety                                 01225 - 713119

     Occupational Health                             01225 – 713144

     Alternatively contact your Trade Union.

                               APPENDIX I
Corporate policy and procedures operating within Wiltshire County Council

  Managers’ Guide to Recruitment & Selection (doc 561Kb)
  Capability Procedure – Information & Guidance for Managers
  Family Friendly Policies – Information and Guidance for Managers
  Managers’ Guide to Managing Absence (doc 307Kb)
  Managers’ Guide to the Employee Well-Being Policy
  Redundancy – Information for Managers (doc 145Kb)
  Bullying and Harassment – Guidelines for Managers and Investigating
  Managers Good Practice Assessment Form (doc 146Kb)
  Managers’ Guide to Disability in the Workplace (doc 147Kb)
  Managers Guide to Health, Safety & Welfare Policy
  Managers Guide to Alcohol/Substance Misuse Policy
  Sickness Reporting Procedures – Instructions to Supervisors (Designated

                                 APPENDIX II
                  Management Standards and Risk Assessment

The Health and Safety Executive has established six Management Standards in
work-related stress and well-being. These six standards, and indicators to measure
success against, can be found at Management Standards. These standards will be
monitored centrally through staff surveys.

In addition to having to achieve these standards, it is also a requirement under the
Management of Health and Safety Regulations 1999 to undertake a documented risk
assessment in relation to any significant health risk presented at work. Given that we
know that work-related stress can occur in any work situation or environment, all
managers must, therefore, conduct a risk assessment to determine the adequate
control measures that must be in place to prevent any such occurrence.

The process of risk assessment in relation to work-related stress and well-being

1. Identifying the foreseeable potential for ill-health, stress or other harm to your
   staff related to being at work;

2. Identifying individuals or groups of people who may be particularly at risk;

3. Assessing the effectiveness of any current controls in place to avoid that harm;

4. Using all of the above information to decide if there is a need to introduce or
   enhance control measures in order to avoid or mitigate the degree of harm;

5. Recording and regularly reviewing the assessment and informing others about it.

Some guidance notes for each of these five stages are provided below.

Notes for undertaking a risk assessment of work-related stress and EWB:

1. Common foreseeable possible causes of ill-health, stress and poor levels of
    employee well-being:

   Volume of work - too much or too little
   Hours being worked – including at home
   Constant or hard-to-meet deadlines
   Work beyond a person’s ability – lack of training, information, support etc.
   Work of a particularly challenging nature
   Work not suited to an individual’s personality, psychological or physical capacity
   Poor working accommodation or facilities
   Lack of equipment or unsuitable equipment
   Lack of supervision or guidance
   Constant changes in duties or environment
   Regular or unjustified criticism
   Relationships between individuals or cliques
   Bullying
   Peer behaviour such as social exclusion, practical jokes, sexual harassment etc.
   Inconsistent applications of ‘rules’ – annual leave, time-in-lieu, overtime etc.
   Events in personal lives and personal circumstances

2. People who might be particularly at risk

All employees are potentially at risk including yourself. The generic groups below
might help to identify areas where some risks are more likely.

   Young, inexperienced or untrained staff
   Anyone with a history of ill-health or mental health problems
   Anyone whose work is particularly emotionally demanding
   Anyone whose work involves significant contact with the public
   Anyone working in isolation or irregular or unsociable hours
   Senior managers and decision makers

3. The effectiveness of current controls – consider for example:

   Are you competent in the range of management skills you need?
   Are job descriptions and person specifications accurate?
   Do staff have regular supervision sessions?
   Are staff fully trained?
   Is training updated and refreshed?
   Are staff aware of the different policies in operation?
   Are staff consulted about changes to working practices and the working
   Is support available when workloads increase?
   Is equipment available and properly maintained?
   Are working hours and workloads monitored?
   Are lunch-breaks taken?
   Is annual leave taken?
   Are staff aware of the counselling service available?

4. Introducing or enhancing ways of eliminating or reducing risks

You are expected to safeguard the health, safety and well-being of staff to a standard
that is ‘as far as is reasonably practicable’. This means that you should weigh up the
extent of the risk in terms of probability and severity and then introduce control
measures that are proportional to that risk.

So a low risk might necessitate only a small degree of control, whilst a high risk (i.e.
one that is likely to occur with a serious outcome) needs to be afforded a significantly
greater degree of control.

Controls should seek to be pre-emptive. Control measures can be physical such as a
security lock on a door to protect staff from unauthorised visitors or they can be
procedural such as having regular supervision sessions with staff or restricting the
number of hours being worked or the number of miles being driven. Alternatively
controls can be an outcome of changes in attitude, mind-set or behaviour.

It is not possible to eliminate all risks. Your goal is to eliminate those that can be and
to contain the others to an acceptable degree.

5. Recording and reviewing the assessment

You should record your risk assessment and the actions that you take as a result.
Remember that an assessment may be used in litigation and so you should
undertake it diligently and keep it safe.

You should review the assessment at least annually but sooner if any relevant
circumstances change. It is also important that everyone in the team is told about the
outcome of the assessment and especially about the control measures to be in place.

For further help with risk assessment contact the Health and Safety Service or your
Human Resources Adviser.

                                                                                           APPENDIX III
                                             2006/07 ACTION PLAN

          ISSUE                       PLANNED ACTIONS                            TIMESCALE           LEAD SERVICE
1. Perception of poor   (a)   A series of mandatory management training       To be introduced by
   management skills          and development is to be implemented.           June 2006.                    HR
                              Content will comprise four core areas:
                               Managing and leading people;
                               Managing performance;
                               Managing budgets;
                               Managing change.

                        (b)   Attendees will include all senior managers      All senior managers to HR plus Department
                              throughout the Council.                         have attended by        Lead L&D officers

                        (c)   All new managers will attend a programme of     Applied to all        HR plus Department
                              training within 6 months of their appointment   managers appointed     Lead L&D officers
                                                                              from January 2007.

                        (d)   All managers are to undertake an employee       Assessments to be     Departmental H&S
                              well-being assessment in respect of their       completed by June     Strategic Managers
                              team. Personal development needs are to be      2006                  and Safety Liaison
                              addressed.                                                                  Officers

                        (e)   Specific module for M2L programme on EWB        From June 2006              OH&S
                              to be available for managers.

        ISSUE                             PLANNED ACTIONS                             TIMESCALE          LEAD SERVICE
2.   Volume of work         All managers are to undertake an employee well-being Assessments to be       Departmental H&S
                            assessment in respect of their team. Workload        completed by June 06    Strategic Managers
                            concerns will need to be addressed locally and by                            and Safety Liaison
                            departmental management teams.                                                     Officers

3.   Coping with change     (a)   Organisational Change programme to              From June 2006           Organisational
                                  establish and implement new ways of working                              Change Board

                            (b)   Increase access to information for employees    From June 2006          Communications
                                  through use of The Mag and more Face2Face                                  Team

                            (c)   See 1 (a) also.

4.   Protracted corporate   A review of corporate procedures and the mechanism    From April 2006               HR
     procedures             of their implementation is to be undertaken.
5.   Information             (a)     Pilot HSE audit tool in Resources Dept.      June 2007                     HR

                            (b)   Services to develop responses to key findings   Within 3 months of       Chief Officers
                                  from annual staff attitude surveys.             survey results being

                            (c)   Employee well-being to be added to annual       September 07                  HR
                                  performance report data.

                              APPENDIX IV

                        Signs and Symptoms

  Stress is the reaction people have to excessive pressure or other types of
demand placed upon them. It arises when they worry that they “cannot cope”.
                       (Health & Safety Executive 1999)

Stress is a modern term that simply means you are experiencing an abnormal
amount of pressure. A certain amount of pressure is essential to help you
meet life’s challenges, realise your creativity and fuel your continued personal
growth. If, however, the pressure is over the limit with which you feel
comfortable, it can lead to the unpleasant physical and emotional symptoms
associated with distress. Different people are comfortable with different
amounts of pressure and how you cope varies from person to person and
even from time to time.

How the amount of pressure you are under affects your performance:

Prolonged periods of too little pressure: In this situation there is insufficient
challenge for you to obtain a sense of achievement. Skills are under used.
Lack of stimulation leads to boredom. There is a lack of purpose, which may
lead to stress.

Optimum pressure: Life is balanced and despite ups and downs, is perfectly
manageable. Job satisfaction and a sense of achievement enable you to
manage daily work without too many problems, leaving you pleasantly tired at
the end of the day.

Prolonged periods of too much pressure: There is a constant feeling of
having too much to do every day. Despite emotional and physical exhaustion,
you feel unable to take time off to rest and play. You are permanently in
overdrive but are not achieving as good results as you expected. If this
continues you may develop physical or mental illness. In other words, your
response to excess pressure is making you ill.

There are three main areas of our lives where pressures can build up.

        WORKING LIFE                                             MAJOR OR SINGLE INCIDENT
   Pressure to meet deadlines, workloads                           Single serious incidents will occur during the
    that are too heavy (or too light), tasks                         course of our working lives. These can include
    that are too complex (or simple and                              considerable change or loss, i.e. bereavement,
    repetitive)                                                      work re-organisation, divorce or redundancy
   Difficult relationships with managers,                          Positive events such as the birth of a child can
    colleagues or service users                                      create stress as we respond to change – but
   Harassment, abuse, bullying and a poor                           not all change is bad for us!
    working environment
   Sometimes the very work itself – i.e.
    when work has a high emotional
    component                                       PERSONAL LIFE
                                                  Relationships with partners,
                                                   children other family members and
                                                  A lack of support within our
                                                   personal life
                                                  Worries about money or housing
                                                  Bereavement and loss
                                                  Serious illness or health worries

Recognising that you are under pressure is the first step towards taking
control of the situation and maintaining your well-being. The warning signs

        Being short tempered with people at home and at work.
        Feeling tired most of the time.
        Feeling stretched beyond your limits at the end of the day.
        Feeling that you just can't cope.
        Feeling that you've achieved nothing at the end of the day.

If you recognise these symptoms and others shown below, then you may be
experiencing the first stages of excessive pressure. If this is the case, don't
panic: the Council has strategies for dealing with well-being issues. Talk to
your manager or another manager you trust as well as your own GP.

If you do not take steps to look after yourself, your well-being may be
threatened. Note though that these symptoms may have other causes so
always check with your GP if you are unsure, or if the symptoms persist.

     Physical Symptoms                                       Emotional Symptoms
Tension               Sweating                         Mood swings          Anger
Headache              Exhaustion                       Irritability         Sadness
Migraine              Indigestion                      Tearfulness          Panic
Back Ache             Stomach Ache                     Phobias              Depression
Restlessness          Insomnia                         Anxiety              Guilt
Breathlessness        Neck Ache                        Loss of humour       Withdrawal
Sexual Dysfunction    Palpitations                     Feeling persecuted   Excessive worry
High Blood Pressure   Dizziness                        Cynicism

                                    Angry & aggressive
                                   Taking time off work
                                  Lacking concentration
                                      Blaming others
                                  Lacking co-ordination
                            Drinking, eating, smoking too much
                                     Having accidents


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