Supporting the staff community through challenging times

During our work at UCL we may well need to engage with distressing and upsetting topics, and support students and staff who have been impacted. It is important that we feel confident to support each other through these challenges, as well as knowing how and where to access specialist supports should these be required. Most people will find speaking to a supportive line manager sufficient to help them through, though some people will require specialist services, and it is important that these are available as well.

This briefing note aims to support line managers to support their staff, shares how we can support each other, and includes a guide of what to look for in ourselves so we can be aware that we are being impacted by the work we do. It also outlines what further supports are available and how to access them.

Briefing 1: Key points for wellbeing conversations for line managers

Wellbeing conversations aim to create a supportive environment where employees feel valued, heard, and empowered to address challenges impacting their mental, emotional, and physical health.

1. Prepare for the conversation

• Choose the right setting and convenient time: use a private, quiet, and comfortable space free from distractions, ensure you both have enough time for these conversations.
• Review the context: understand any relevant background information about the employee’s recent work, behaviours, challenges or concerns.
• Be available: practise an open-door policy.

2. Adopt the right mindset

• Be empathetic: approach the conversation with genuine care and an open mind.
• Be non-judgmental: avoid making assumptions about the employee’s experiences or motivations. Although people might be exposed to similar situations, their perceptions and experiences of it are individual.
• Be present: give the employee your full attention—set aside other tasks or devices.

3. Key communication techniques

• Active listening: let the employee speak without interruption and reflect on what they share (e.g., “It sounds like you’re feeling…”).
• Open-ended questions: encourage dialogue with questions like, “How have you been feeling recently?” or “what support might be helpful?”
• Show understanding: use affirming statements like, “That sounds challenging; I appreciate you sharing this”. Do not overdramatise and over-empathise, this might discourage the employee from taking up support.
• Acknowledge feelings and validate emotions: “it is okay to feel this way. This is a challenging situation”.

4. Respect boundaries

• Confidentiality: keep the conversation private unless there's a concern about safety or harm.
• Don’t push for disclosure: employees may not be ready to share everything—respect their pace.

5. Provide support

• Highlight resources: share information about available support, such as EAP (more information on accessing EAP https://www.ucl.ac.uk/human-resources/employee-assistance-programme-staf...).
• Coach: encourage employees to find their own solutions, ask about support / resources they need.
• Set next steps: collaborate on actionable steps, such as checking in again or reaching out for further support.
• Follow up: show ongoing care by revisiting the conversation at agreed time.

6. Know your limits

• Recognise your role: line managers are there to support, not to diagnose or solve health issues.
• Refer when needed: if concerns go beyond your expertise, guide the employee towards professional support. More information on support available, like EAP, OH referrals, stress briefings can be found on Workplace Health webpage https://www.ucl.ac.uk/human-resources/workplace-health.

7. Additional notes when dealing with crisis

• Review job demands and resources available to deal with crisis: offer temporary adjustments to work, modify responsibilities, flexible scheduling, workload redistribution, task prioritisation.
• If the employee is experiencing prolonged pressure at work, conduct a stress risk assessment. Guidance for managers can be found on UCL pages https://www.ucl.ac.uk/safety-services/policies/2023/nov/risknet-stress-r...).
• Create a supportive environment: without breaching confidentiality, encourage team members to be supportive and understanding and monitor team dynamics.

Briefing 2: Signs and symptoms of trauma – a short guide for line managers and peers / colleagues

Some people might be dealing with upsetting situations as a part of their jobs, which could lead to challenges in their ability to cope.

As a line manager, a colleague or a friend, it is important that you understand what you can do to help in the process of recovery.

Some of the feelings that people can experience following a traumatic event:

Sadness

• Deep feelings of sadness are common, especially when a tragic event took place that might involve a close colleague or student in the department.

Helplessness

• Feelings of helplessness can be overpowering even when the person has done their best during the incident to manage the crisis.

Re-living the event

• The impressions left after an event may be so strong that it is re-lived after it actually happened. Flashbacks and dreams are common, as is the re-experiencing of the feelings that surfaced during or after the event.

Numbness

• The shock of the incident can leave people feeling numb and emotionally exhausted. Feelings may be blanked out for some time, but it is difficult to deal with day-to-day pressure and the person may struggle to express normal positive feelings with colleagues.

Tension and restlessness

• Serious incidents may leave people feeling wound-up and unable to relax; some might have trouble concentrating.

Anger

• Intense feelings of anger may be experienced even when seemingly minor events happen. More constant anger may be experienced about the injustice and senselessness of what has happened or towards those who appear to have caused the event or let it happen.

Fear

• New fears and worries may emerge. This may be about going out of the house or being afraid of leaving family and friends. Other fears may be about breaking down, losing control, having worries that that event may happen again.

Guilt

• Rather than feeling relieved about having survived, people may feel guilty and end up wondering what else they should have done to help.

Pressure on relationships

• All of these reactions can put a pressure on relationships. Employees might be withdrawing from social situations. It is important to reassure them that emotions they feel is a normal reaction to a stressful and potentially traumatic event.

What can you do to help:

Do

• be there to listen.
• make sure that they take regular breaks away from your computer.
• encourage them to take some exercise, it may help if you join them for a walk.
• recognise that their anger, irritability and upset is due to the incident although sometimes it may be directed to you.
• allow them to express strong feelings about the incident, this may include crying or anger.
• be aware that after an incident it is common to feel some guilt about the things that might have been done better or differently.

Don’t

• tell them that they should stop thinking about it or that they are overreacting.
• expect them to be able to show positive emotions during the first week after the incident.
• encourage them to stay in the house, instead they are likely to benefit from going out and being around people.
• stop them from coming back to work if they took time out, they will benefit from meeting their colleagues.
• suggest that they would feel better if they had an alcoholic drink.

Briefing 3: Signs and symptoms of trauma – a short guide for individuals

What is a traumatic incident?

A traumatic incident is outside a person’s normal experiences and has the potential to cause physical and psychological harm. The impact of a traumatic situation may be so significant that it overwhelms your normal ability to cope. This can result in a range of physical processes and can be distressing and frightening.

Common psychological reactions

• Sadness – this is common following tragic events and losses of every kind.
• Anger – may be felt about injustice (senselessness) of an incident. This anger may not dissipate and can show as angry outbursts.
• Numbness – traumatic events can change a person’s outlook on life, and may cause an inability to feel.
• Turning off – blocking of feelings and withdrawal from feelings, interests, people and activities.
• Helplessness – feeling overwhelmed and powerless.
• Guilt – when others have been injured or killed, a common reaction is to feel guilty for not having done more.
• Fear – new fears or worries may predominate. The fear of losing control or breaking down may be intense. Fear of a similar event happening again may become a pre-occupation.

Common physical reactions

• Tiredness or exhaustion.
• Rapid breathing.
• Increased or rapid heart.
• Tremors, shaking, profuse sweating.
• Diarrhoea, vomiting, constipation, loss of appetite, comfort eating.
• Muscle tension, headache, backache, general stiffness, chest pain, dizziness, choking sensation.

These reactions usually start to settle quickly and within a week or so, they should start to fade.

What can I do to help myself?

• Allow yourself time to come to terms with your feelings.
• Share your feelings and talk about the incident that has caused you to experience with those who will listen – colleagues, family members and friends. Ask for their support and find ways to connect with them.
• Avoid negative coping strategies such as increasing alcohol intake, drug use and smoking.
• Gentle exercise can be beneficial – walk, swim, cycle.
• Eat a regular and balanced diet so you feel better about yourself and increase feelings of control.
• Take annual leave if you feel you need it.
• Try to sleep well. Avoid stimulants.
• Writing down the things you normally enjoy, and things that make you laugh.
• Be mindful that accidents are more common following a traumatic event. Be careful when driving.

When should I seek help?

If you have not had any follow up support and the reactions persist beyond 4 weeks, and you are experiencing the following, it is important that you acknowledge this, and seek help.

• Tense, angry, exhausted, confused or restless.
• You experience sudden swings in your mood or emotions.
• Your work performance changes.
• You have nightmares, flashbacks, panic attacks or disturbed sleep pattern.
• You feel yourself avoiding contact with work, or people connected with it.
• You find you want to rely on medication, alcohol or smoking. 

Briefing 4: Wellbeing support options – where to seek support:

Immediately available to all staff

1. Employee Assistance Programme Staff Support Service (EAP) is a confidential, 24/7 mental health support, by phone, allowing you to speak to qualified BACP counsellor. Support is available for both personal and work-related matters. You will be supported via in the moment single session framework and further referred or signposted, depending on your needs and individual circumstances.

• To access: Freephone: 0808 196 5808 or fill in a short form to request a callback using the link https://uclemployeesupport.spectrum.life/eap.
• To discuss concerns or issues you are dealing with as a line manager, call 0808 196 5808 and select option 3 for manager support.

2. Mental Health training for Managers - this 30-minute online course is designed to equip managers with the essential knowledge and tools needed to support the mental health and wellbeing of their teams.

• To access: enrol using the link https://ucl.learnupon.com/catalog/courses/4090020

3. MHFA / Wellbeing Champions - Mental Health First Aiders (MHFA) are trained peers who support colleagues experiencing a mental health crisis, promote positive mental health and signpost to appropriate services. Wellbeing Champions are trained peer supporter who are there to signpost and provide safe space for supporting conversations. Please note that MHFA and Wellbeing Champions are not medical or health professionals and therefore, cannot give health advice. They serve as a listening ear.

• To access: find your local Wellbeing Champion or MHFA

4. Drop-in sessions with mental health specialists provide accessible, confidential, one-on-one support. These sessions can help you to identify challenges, offer immediate support, and facilitate referrals to other services when required. Sessions offer a safe space to “unload,” receive practical support, and gain tools to navigate and overcome challenges. They also provide advice and information tailored to individual's needs, recognising triggers of trauma or the impact of past traumatic experiences that can arise in the workplace.

Four sessions have been scheduled to support staff:

Session Schedule:

• Tuesday, 4 February 2025: 10:30 AM – 1:30 PM & 2:00 PM – 5:00 PM, Workplace Health, Bidborough House, Ground Floor, East Wing, Physiotherapy room G23
• Monday, 10 February 2025: 9:30 AM – 1:30 PM & 2:00 PM – 5:00 PM, Workplace Health, Bidborough House, Ground Floor, East Wing, Clinic room G22
• Thursday, 27 February 2025: 10:30 AM – 1:30 PM & 2:00 PM – 5:00 PM, Workplace Health, Bidborough House, Ground Floor, East Wing, Clinic room G22
• Tuesday, 18 March 2025: 10:30 AM – 1:30 PM & 2:00 PM – 5:00 PM, Workplace Health, Bidborough House, Ground Floor, East Wing, Physiotherapy room G23

Session Details:

• Duration: 30 minutes per session
• Location: Workplace Health, Bidborough House (38-50 Bidborough St, London WC1H 9BT).
• Please see above for room allocation on individual days. Upon arrival, please wait in the reception area of Workplace Health on the ground floor. The practitioner will call you as soon as they are available.

How to Book:

• Confidentiality is a priority. If you prefer not to share your full name, feel free to use your initials, first name, or a nickname when booking your slot. The booking system is solely to manage appointments and reduce wait times.
• We hope you find these sessions helpful and encourage you to share this information with those who may benefit.

Book your session here

Available on request:

5. Occupational health referral (management referral) – if there is a concerned that work is affecting health and therefore your ability to undertake your role, Workplace Health can provide advice to you and your manager on adjustments to work tasks, job roles and the working environment. Workplace health also offer a self-referral process for staff to have a confidential conversation about their concerns.

• To access: Occupational health referral forms and how to refer yourself or a member of you team can be found using the link. https://www.ucl.ac.uk/human-resources/workplace-health/occupational-health-services/occupational-health-forms#referral

6. Resilience, stress management and how to have difficult conversations workshops - this is a 2h workshop supporting staff with strategies to manage stress and build resilience, providing tools for maintaining wellbeing amidst academic, interpersonal, and professional demands and developing skills to navigate difficult conversations, including sensitive disclosures and managing challenging behaviours.

• To access: contact Workplace Health team at wh.wellbeing@ucl.ac.uk or via My Services, who will be able to support you in organising the session for your local team.

7. Stress briefings – this is a 30-50min workshop delivered by Workplace Health team and aimed at line managers and / or employees. The workshop covers what stress is, signs and symptoms as well as types of stress. It is designed to equip you with techniques on how to manage stress and signpost to available support.

• To access: contact Workplace Health team using the form, who will be able to support you in organising the session for your local team. Register your interest: briefings delivered by Workplace Health