Starting the conversation
Work stress and the HSE Management Standards.
- Level
- Bitesize
- Learning time
- 1 hour 45 minutes
- Where
- Mental Health at Work for Managers
- Price
- £39
When you step up to a higher level, what you paid in the last 12 months for lower-level courses inside the bigger course comes off its price, in proportion to how much of each is inside it, whichever topic it's from. Courses at the same or a lower level don't give credit against each other. A Focus course or above always costs at least £15. Read the full terms
Certificate of Completion
Content Note.
This topic is about mental health at work. Part 3, Safe to Speak, Safe to Seek Help, talks about suicide and how to respond when someone is in crisis. It follows the Samaritans' guidance on talking about suicide safely and gives no detail of methods. Take it at your own pace, pause whenever you need to, and come back to it later if that helps.
If you need to talk to someone now, call Samaritans free on 116 123, any time, day or night. For urgent mental health help, call NHS 111 (in Wales press 2, in England choose option 2; in Scotland NHS 24 is also on 111). In Northern Ireland, call Lifeline on 0808 808 8000. If a life is at risk, call 999.
Overview and Outcomes.
Overview
This module sets out why mental health belongs in every manager's job, using recent prevalence and cost data from the Adult Psychiatric Morbidity Survey, the Health and Safety Executive and Deloitte. It introduces Corey Keyes' dual continua model, makes clear what a manager is and is not, and covers Stevenson and Farmer's six Thriving at Work standards, good work as protection, and mental health policy in Wales and England. This module makes the case that how work is designed and led is the biggest lever a manager holds. It covers the six Health and Safety Executive Management Standards, the legal duty to assess stress under the Health and Safety at Work Act 1974 and the 1999 Regulations, the University of Birmingham enforcement case, and William Fleming's evidence on individual wellbeing interventions. The principle throughout: change the work, not the worker. This module covers one of the moments managers find hardest: noticing that someone may be struggling and starting a conversation. It looks at changes rather than symptoms, why people disclose to people rather than policies, a five step structure for a supportive conversation, and helpful and unhelpful phrases. The illustrative case of Rhian and Owen, and Mind's wellness action plan, show how follow up builds trust.
What you'll develop
In this Bitesize, you will develop the ability to:
- Explain the dual continua model and why the absence of a diagnosis is not the same as being well.
- Distinguish what a manager is and is not in supporting mental health, including noticing, adjusting the work, signposting and following up.
- Identify the six Management Standards and use them to diagnose the source of stress in a team.
- Explain the legal duty to assess work-related stress and plan a specific risk assessment that involves staff throughout.
- Identify changes in work, behaviour, energy and relationships that may signal someone is struggling, without attempting a diagnosis.
The Modules.
1 hour 45 minutes of learning.
- 01Foundations: Mental Health at Work and the Manager's RoleThis module sets out why mental health belongs in every manager's job, using recent prevalence and cost data from the Adult Psychiatric Morbidity Survey, the Health and Safety Executive and Deloitte. It introduces Corey Keyes' dual continua model, makes clear what a manager is and is not, and covers Stevenson and Farmer's six Thriving at Work standards, good work as protection, and mental health policy in Wales and England.36 min
- 02Designing Out Harm: Work, Stress and the StandardsThis module makes the case that how work is designed and led is the biggest lever a manager holds. It covers the six Health and Safety Executive Management Standards, the legal duty to assess stress under the Health and Safety at Work Act 1974 and the 1999 Regulations, the University of Birmingham enforcement case, and William Fleming's evidence on individual wellbeing interventions. The principle throughout: change the work, not the worker.36 min
- 03Noticing and Starting the ConversationThis module covers one of the moments managers find hardest: noticing that someone may be struggling and starting a conversation. It looks at changes rather than symptoms, why people disclose to people rather than policies, a five step structure for a supportive conversation, and helpful and unhelpful phrases. The illustrative case of Rhian and Owen, and Mind's wellness action plan, show how follow up builds trust.35 min
Keep going.
Part of the Mental Health at Work for Managers topic, also sold whole as Minds that matter.
Go deeper, and pay only the difference
- You are hereBitesize, 1 hour 45 minutes, £39
- Next stepFocus, The manager's role, 3 hours, £69. Already own the Bitesize? You pay £30.
- The whole topicExplore, Minds that matter, 5 hours 30 minutes, £129. Already own the Bitesize? You pay £90.
When you step up to a higher level, what you paid in the last 12 months for lower-level courses inside the bigger course comes off its price, in proportion to how much of each is inside it, whichever topic it's from. Courses at the same or a lower level don't give credit against each other. A Focus course or above always costs at least £15. Prices per person. Read the full terms
Also part of: The conversations we put off, Well at work
