A manager’s guide to managing stress in their team

This page outlines the ways managers and staff will work to prevent and, where it occurs, address work-related stress. 

Introduction 

This guide supports the implementation of the Managing Stress at Work Policy Stress management policy. It provides a step-by-step guide, ideas, and resources as well as instructions so that you can fulfil your role in preventing, managing and stress within your team. 

Pressures that can cause stress

The stress response occurs when the actual or perceived pressures on an individual are greater than their ability to cope. It is important to recognise the types of pressures that might contribute to feelings of stress in yourself or others and the signs that all may not be well.

Pressures might come from:   

Signs that someone may be experiencing stress:

Recognising the signs of stress

Watch ‘recognising the signs of stress’  

Supporting team members with work-related stress

Watch ‘supporting team members with work-related stress’ 

What to do if you think a member of staff is experiencing stress 

As a manager, you have a duty of care to support the health of your team. Steps you should take to do this are outlined below: 

Recommended for managers 

1.  Complete training: Supporting others and Guidance for Managers on Having Wellbeing conversations 

Purpose

to learn about: 

•  the importance of embedding wellbeing action plans in 1-2-1's 
•  how to include wellbeing conversations in staff meetings 
•  help map out possible challenging situations and where support can be obtained  

2. Complete: Stress management competency indicator tool (hse.gov.uk) 

Purpose 

•  Reflect on your own practises  
•  Get to know how well you manage stress levels within your team 
•  Assess your management style and behaviours 
•  Identify your strengths 
•  Identify areas of development  
•  Ensures your support needs are being met when trying to support others 

3. Read through: Talking Toolkit: Preventing work-related stress (hse.gov.uk)

Purpose

• Helps line managers hold initial conversations with employees as one of part of an employer’s journey towards preventing work-related stress.

Essential for managers

1. Within a week of becoming aware that staff member is experiencing stress: meet and *share resources available, arrange a time to complete stress risk assessment   

Purpose  

• Discuss problems areas and sources of stress 
• For manager to signpost to internal resources available at UCL 
• To arrange a date to complete a stress risk assessment (to be completed on RiskNET) 
• Manager to request staff complete the stress self-assessment** prior to the stress risk assessment  

**The stress self-assessment has been designed to help staff to reflect and consider what areas of their work are contributing towards their stress. The self-assessment will help them prepare to share their thoughts, examples of problematic areas, and changes that they could implement themselves.

*Where managers can signpost staff: 

• Dignity at UCL provides information on UCL's policy towards harassment, intimidation, and bullying, as well as advice for staff and students 
• Employee Assistance Programme provide emotional support and practical advice for both work and non-work-related issues 
• Equality, Diversity, and Inclusion (EDI) Team provides advice on inclusive practice
• HR Business Partnering team advise on UCL’s policies and support available
• Organisational Development (OD) offers staff development opportunities to do their jobs effectively and meet changing demands. 
• Report and Support is an anonymous reporting platform for staff who consider themselves subject to bullying, harassment, or sexual misconduct at work.  
• Safety Services provide advice on safe work environment and risk assessments. 
• Trade Union contribute to discussions and subsequent actions on matters concerning staff welfare. 
• Workplace Health advise on the effects of work on health and health on work. If there are concerns about the employees’ health, consider completing a management referral for a confidential assessment.  

2. Hold meeting with staff member to complete a stress risk assessment 

Staff members experiencing work-related stress should complete a pre-meeting stress self-assessment.   

Purpose  

• To complete risk assessment on RiskNET 
• To discuss the issues the member of staff is experiencing 
• Create space for the member of staff to speak openly and honestly about their experience  
• Share ideas on solutions, changes, and adjustments to support the staff member 
• Identify and agree actions and timeframes 
• Agree next steps 

Recommendations for conducting the meeting 

• Allow enough time to discuss issues raised 
• Create open and trusting environment 
• Listen to the staff member’s experience 
• Respect their experience even if you do not necessarily understand or agree with it 
• Invite a colleague if there is existing conflict with the staff member – HR Business Partner or a manager 

Ideas for actions and solutions when completing a stress risk assessment 

Use the HSE ‘Management Standards’ as a framework to implement solutions and actions to support a staff member.  

HSE have a useful Talking Toolkit: Preventing work-related stress which helps guide you through the Management Standards below in conversation with the staff member experiencing work-related stress.

The lists a not exhaustive, as a manager you can be creative as you like when considering ways of reducing and managing stress. 

Demands 

Employees indicate that they can cope with the demands of their jobs; and systems are in place locally to respond to any individual concerns. 

Ideas for management action to help meet the standard 

• Review workloads, duties, and responsibilities 
• Check understanding: is the person doing more than is needed 
• Clarify expectations of the role and working hours 
• Consider adjustments to the working hours or patterns 
• Review work distribution within the work team, is it balanced?  
• Consider behaviours within the team, are they supportive and collaborative? 
• Review the way resources are managed or allocated 
• Consider whether changes to the work environment are needed 
• Design jobs to avoid conflicting demands and expectations and the job role are clear 
• Check appropriate rest is being taken 
• Encourage staff take their annual leave entitlement throughout the year. 
• Ensure staff are fully trained to undertake the demands of their job and have developmental opportunities 
• Discourage presenteeism in your team 

Control 

Employees indicate that they can have a say about the way they do their work; and systems are in place locally to respond to any individual concerns 

Ideas for management action to help meet the standard 

• Alter the job design to give more control over the pace or organisation of the work 
• Consider adjustments to the working hours or patterns 
• Discuss tasks where the staff member feels able to act on their initiative 
• Give opportunities to feedback on how work is organised 
• Encourage staff to contribute to decisions about how the job is done, including processes, systems, and new developments 
• Encourage staff member to develop new skills; Offer further training and support 

Support 

Employees indicate that they receive adequate information and support from their colleagues and superiors; and systems are in place locally to respond to any individual concerns. 

Ideas for management action to help meet the standard 

• Give opportunities for staff member to give and receive regular feedback 
• Give opportunities for staff member to raise and resolve issues 
• Ensure staff member knows how to access UCL’s policies and procedures that are relevant to their concerns 
• Ensure staff member knows how to access the resources necessary to do their job   
• Identify potential conflict and people issues and handle them early 
• Identify or respond to issues of concern promptly and seek constructive solutions 
• Be aware of signs of problems and offer additional support to staff who are experiencing stress outside work e.g., bereavement or separation. 
• Ensure team members know about support available such as the UCL Employee Assistance Programme, Unions and Dignity Advisers  

Role 

Employees indicate that they understand their role and responsibilities and systems are in place locally to respond to any individual concerns. 

Ideas for management action to help meet the standard 

• Give opportunities for staff member to give and receive regular feedback 
• Use 1:1 meeting to feedback on performance 
• Give clear instructions and expectations when delegating tasks 
• Embed a collaborative and supportive culture within the team 
• Ensure training opportunities are available 
• Provide opportunities to raise questions 

Relationships 

Employees indicate that they are not subjected to unacceptable behaviours, e.g., bullying at work; and systems are in place locally to respond to any individual concerns 

Ideas for management action to help meet the standard 

• Enquire about working relationships in 1:1 meetings 
• Get to know your team better 
• Ensure expected and acceptable behaviours are known and understood  
• Address conflict at an early stage 
• Support staff member to resolve conflict 
• Ensure staff member knows what support systems are available at UCL 
• Ensure staff member knows how to access relevant policies and procedures 
• Contribute to preventing unacceptable behaviours, including harassment, bullying or sexual misconduct, through self-awareness, modelling positive behaviours, investigating, and raising any concerns 
• Reflect on your own management style 

Change 

Employees indicate that the organisation engages them frequently when undergoing an organisational change; and systems are in place locally to respond to any induvial concerns 

Ideas for management action to help meet the standard 

• Consult staff members on proposed changes in a timely manner 
• Provided further information and clarity to ensure staff member understand the reasons for change 
• Share impact of changes with staff members 
• Ensure internal communication channels are known to staff members 
• Share timescales of planned changes
• Provide opportunity to get feedback and input about changes 

3. Follow up on agreed actions

Purpose 

• Follow up on agreed actions and any outstanding actions that needed further research before they can be implemented   
• Share your thoughts and ideas with the member of staff where alternative measures may be needed 
• Opportunity for member of staff to agree or disagree with these 
• Agree further actions and implementation of changes needed 
• Agree any necessary timeframes 

4.  Implement support, training, or adjustments 

• Ensure the staff member is provided with the necessary input, resource, and support 
• Opportunity to trial the agreed actions 
• Opportunity for the staff member to identify changes/impact of changes put in place 

5. Review meeting  

Purpose 

• Review risk assessment from step 1 
• Review any changes 
• Review the impact of agreed support, training, or adjustments 
• Assess whether further action is needed 
• Identify any further actions to support stress levels 

Support for you as a manager 

• Seek appropriate advice and support at an early stage if difficulties arise 
• Speak to your manager or HR Business Partner if you need support  
• Visit Workplace Wellbeing pages for resources and ideas 
• Send a management referral for the employee to Workplace Health (UCL’s occupational health and wellbeing team) for a confidential assessment with an OH clinical specialist.
• Training resources  
• Employee Assistance Programme to support your own wellbeing  

Completing the stress risk assessment 

• To be completed on RiskNET 
• Use the step-by-step guide to find the stress risk assessment on RiskNET   
• The stress risk assessment should be completed with the staff member present 
• The manager is the assessor, and the staff member is the approver  
• Mark the stress risk assessment as confidential, this ensures no one else in your department can access it 
• A copy of the completed stress risk assessment should be sent to the staff member   

Lifecycle of stress risk assessment