COVID-19: Supporting Mental Health & Wellbeing for Managers During the Pandemic by Marty Jacobs

COVID-19: SUPPORTING MENTAL HEALTH AND WELLBEING FOR MANAGERS DURING THE PANDEMIC

WORKPLACE HEALTH, SAFETY AND WELLBEING 1

RETURN TO OUR CAMPUSES COVID-19: BUSINESS CONTINUITY PLAN

COVID-19: BUSINESS CONTINUITY PLAN ACTION TABLE

RETURN TO OUR CAMPUSES APPROACH & POLICY COVID-19: POLICY STATEMENT COVID-19: PREMISES POLICY COVID-19: HEALTH, SAFETY AND WELLBEING RESPONSIBILITIES RETURN TO OUR CAMPUSES GUIDANCE COVID-19: ESSENTIAL INFORMATION FOR THE RETURN TO OUR CAMPUSES COVID-19: ADAPTING OUR INDIVIDUAL BEHAVIOURS ON OUR CAMPUSES COVID-19: MANAGERS’ GUIDE TO COMPLETING A WORK ACTIVITY RISK ASSESSMENT COVID-19: MANAGERS’ GUIDE TO COMPLETING AN INDIVIDUAL HEALTH RISK ASSESSMENT COVID-19: DIGITAL SCREEN EQUIPMENT (DSE) COLLECTION AND DELIVERY FROM OUR CAMPUSES MENTAL HEALTH & WELLBEING GUIDANCE COVID-19: MANAGING YOUR MENTAL HEALTH AND WELLBEING DURING THE PANDEMIC COVID-19: SUPPORTING MENTAL HEALTH AND WELLBEING FOR MANAGERS DURING THE PANDEMIC RETURN TO OUR CAMPUSES FORMS COVID-19: WORK ACTIVITY RISK ASSESSMENT COVID-19: INDIVIDUAL HEALTH RISK ASSESSMENT

COVID-19: BUSINESS SUPPORTING MENTAL HEALTH CONTINUITY PLAN AND WELLBEING FOR MANAGERS DURING THE PANDEMIC

CONTENTS SECTION 1: INTRODUCTION

SECTION 2: WHY IS SUPPORT FOR MENTAL WELLBEING PARTICULARLY IMPORTANT NOW? 5-6 SECTION 3: HOW CAN YOU SUPPORT YOUR STAFF TO RETURN TO WORK ON CAMPUS? 7-8 SECTION 4: HOW DO I CONTINUE TO PROVIDE SUPPORT BEYOND THE INITIAL RETURN TO CAMPUS? 9 SECTION 5: HOW DO I SUPPORT THOSE STAFF WHO ARE CONTINUING TO WORK FROM HOME? 10 SECTION 6: UNIVERSITY RESOURCES AND SUPPORT

SECTION 7: WHAT SUPPORT CAN I GIVE TO COLLEAGUES WHO ARE MANAGING UNDERLYING MENTAL HEALTH CONDITIONS? 12 REFERENCES AND FURTHER READING

COVID-19: SUPPORTING MENTAL HEALTH AND WELLBEING FOR MANAGERS DURING THE PANDEMIC

SECTION 1

COVID-19: SUPPORTING MENTAL HEALTH AND WELLBEING FOR MANAGERS DURING THE PANDEMIC SECTION 1: INTRODUCTION Many of us have experienced enormous and unsettling changes to our working lives during the pandemic, whether we are working from home, working on our campuses, or on furlough. In every part of the University, we have been creating new workspaces, finding new routines and ways to stay connected, stay well, and balance our home and work lives. In this short guide, we will provide guidance for managers on why and how they can help colleagues to manage stress, build resilience and stay well during the COVID-19 pandemic. As employees, managers can access the same support for themselves; this is set out in the guide directed to all staff, COVID-19: Managing your Mental Health and Wellbeing During the Pandemic. Validium (EAP) also provides a 24hour confidential telephone support for managers concerned about their wellbeing or the wellbeing of their staff. Our commitment to mental wellbeing Protecting staff mental health in the workplace is part of occupational health and safety legislation. As a university, we are committed to protecting the mental health of our community. Our policies, practices and guidance have been put in place in order to keep our community safe and well. This is a shared responsibility and is best achieved when everyone works together to sustain good mental health at work. As a manager, your role is vital. Together our actions will minimise the likelihood of staff experiencing work-related stress, which could place them at greater risk of experiencing conditions such as depression, anxiety disorders, burnout or compassion fatigue. If someone in your team is already managing a mental health issue they may need additional help. A list of the types of support available and how to access these is provided at the end of this guide.

COVID-19: SUPPORTING MENTAL HEALTH AND WELLBEING FOR MANAGERS DURING THE PANDEMIC

SECTION 2

SECTION 2: WHY IS SUPPORT FOR MENTAL WELLBEING PARTICULARLY IMPORTANT NOW? In these extraordinary times staff may find it harder to look after their mental health and wellbeing. There may be many reasons why this might happen. Every person’s situation is different and there is no right or wrong way to feel.

Loss of the ‘informal’ support that can be provided by being physically in a workplace

For example, some members of your team may be working in unfamiliar ways or on unfamiliar tasks, stretching the boundaries of their expertise, or trying to manage changing priorities. Or they may be facing other challenges in their home environment: they might have caring responsibilities, have less access than normal to their usual forms of support or have difficulty implementing their coping strategies. Many may find it difficult to cope in situations with minimal social contact.

Needing to learn new skills or technologies quickly

Worries about the impact on future career opportunities

Dealing with increased tensions in the home environment

Take a moment to look at the examples of concerns below and make a note of any you think your colleagues may be feeling at this time. Have you noticed any signs that someone you manage may be struggling at all?

Being confronted with illness, suffering or death

Feelings of isolation

Financial concerns

Uncertainty about how the future working environment will feel and operate

Concern about personal health, safety and wellbeing

Concern for family and friends

Finding it difficult to draw boundaries between work and home

Anxiety about returning to working on campus

Struggling to work whilst caring for others or home-schooling

Anxiety over financial wellbeing, personally/nationally

Concern about the effect of working from home for a prolonged period on an existing health condition or impairment

Concern about developing a health condition due to working from home for a prolonged period

Worries about work performance and not being able to meet expectations for the role

It may be that you have these concerns yourself; if this is the case, it is important that you seek the support required from your own line manager or access the University resources. Advice is always available from Occupational Health on how to support colleagues demonstrating any of these stressors.

COVID-19: SUPPORTING MENTAL HEALTH AND WELLBEING FOR MANAGERS DURING THE PANDEMIC

SECTION 2

How long will this last? This is a long-term commitment. The effects of the pressures that staff will have experienced during COVID-19 are likely to continue over the shortto medium-term. They are not likely to end simply because the lockdown is no longer in place. It is possible that these mental health implications will be felt for many months and even years. As a manager, you will be able to help colleagues to develop strategies in the workplace to cope with this disruption and associated pressures. The University moved to Advanced Protection in March 2020 and most staff have been either working from home or furloughed since this time. We made some substantial and rapid changes to the ways we have been operating due to the COVID-19 pandemic; some of these may not be sustainable in the longer-term and patterns of working will need to be adjusted as staff return to the workplace. Other changes may have been beneficial, and we may wish to keep them. The future workplace is not expected to be exactly the same as the one we left. Additional changes to our working lives will take account of the transition period before the possible development of a vaccine, i.e. while ‘test, track and trace’ is in place, and until staff are able to assume their normal working patterns. Of course, it is also quite possible that some of our staff will not resume ‘normal’ working patterns for a long time, if ever. For example, post-COVID-19, it is quite possible that more staff are likely to work remotely, than return to a physical workspace, as well

as some staff still potentially having responsibility for caring for children while working. These work patterns will need to be documented and advice sought from People and Culture about flexible working. Staff returning to campus will have to cope with new ways of interacting with others to support the physical distancing requirements for reducing the infection rate of the virus. This should be carefully planned, and risk assessed in order to minimise any physical or emotional impacts of returning to campus. As a manager, you will play a key role in this risk assessment. Your teams may include staff in higher risk groups, who will need specific support. These include: Staff with pre-existing health conditions Staff who are clinically extremely vulnerable, i.e. those who have a severe disease or require intense treatments n Staff who are shielding n Staff who are acting as carers for any person who falls into one of the groups above n n

The University needs to continue to ensure the health and safety of staff whose vulnerability may increase because: n n n

They have a disability They fear discrimination They have a long-term mental illness

COVID-19: SUPPORTING MENTAL HEALTH AND WELLBEING FOR MANAGERS DURING THE PANDEMIC

SECTION 3

SECTION 3: HOW CAN YOU SUPPORT YOUR STAFF TO RETURN TO WORK ON CAMPUS? Line managers are often the first point of contact for a member of staff. You can make a difference to how they experience work at home or on campus; you are influential in making them feel supported to make any adjustments needed, and in how they manage future changes.

Here are 12 simple steps you can follow initially to support your team to return to on-campus working and to identify those in need of further help.

Contact your team members early to talk through any return to on-campus working. Keeping communication lines open is important, as is creating a â&#x20AC;&#x2DC;safeâ&#x20AC;&#x2122; environment to have confidential conversations. Use conversation starters to establish rapport and discuss any problems. Communication is twoway and colleagues will need to feel comfortable raising and discussing potential challenges. Example questions you could use are: How has life been? Are you OK about coming back? Do you feel safe coming back? How we can make it easier for you to do your job? n Do you know who to talk with if an problems crop up?

Resilience webinars Our Employee Assistance Programme (EAP) Emotional Support Sessions n Online CBT n Mental Health First Aiders n n n

Identify specific obstacles to returning to work on campus relating to, for example, personal, health, and workplace matters. These may be specific to each individual and require targeted adjustments.

If someone has existing health problems, try to explore these with them, reassuring them of the boundaries of confidentiality. You could try using questions such as: a. Do you think your health condition will affect how you can do your job? b. Are there parts of your job you may find difficult because of your current health condition? c. What can we change or do to help you overcome these difficulties?

If a member of staff has been experiencing poor mental health, consider a phased return to oncampus working, and review their progress and any adjustments regularly.

Agree together a return to work plan to overcome any specific obstacles raised - who needs to do what, when?

Identify any retraining or refresher training needed to support work adjustments.

n n n n

Signpost to the resources available through the University or refer to Occupational Health if required. Resources include:

COVID-19: SUPPORTING MENTAL HEALTH AND WELLBEING FOR MANAGERS DURING THE PANDEMIC

SECTION 3

Talk through and complete the work activity risk assessment and the individual health risk assessment with your member of staff. These will need to be completed before any member of staff returns to work. Specific guidance on completing the risk assessments is available.

Talk through the return to work training your staff member will need to complete before coming back to campus.

Make sure staff know where to find the latest University information on COVID-19 and check it regularly.

If any obstacles identified are too complex, refer to Occupational Health (OH) for help.

If you find any of these steps difficult and would like help to build confidence in having this type of conversation, please contact People and Culture for support.

COVID-19: SUPPORTING MENTAL HEALTH AND WELLBEING FOR MANAGERS DURING THE PANDEMIC

SECTION 4

SECTION 4: HOW DO I CONTINUE TO PROVIDE SUPPORT BEYOND THE INITIAL RETURN TO CAMPUS? Take a proactive approach wherever you can, checking in with each of your team members regularly to understand key concerns and or stressors within the changing workplace. The risk assessment of any specific workplace issue, in terms of the safety or health of workers, is a continuous process. Any change or new intervention should be assessed to determine if it is working, if it needs adjusting, or if it requires an alternative approach. It is important for colleagues to be included in any changes that may be planned or expected and have opportunities to raise questions. Communicate and cascade all organisational changes that may be happening due to COVID-19. Encourage physical activity to improve general and mental health and reduce COVID risks; access physiotherapy support/advice due to increase in musculoskeletal issues resulting from work process adjustments. Make sure your team members know about Mental Health First Aid. MHFA First Aiders can be contacted through OH to arrange one-off conversations with someone concerned about their mental health.

Notice signs and symptoms that may indicate an individual is struggling and follow up with them to talk through possible adjustments and support. Enable staff to access resources to assist them to manage their own mental health, giving them opportunities to manage things independently of you. Provide reassurance of the boundaries of confidentiality and appropriate support if disclosing mental health issues. Some people may find it difficult to talk about mental health. It is important to find a time when you will not be interrupted. It is also important not to make assumptions; allow your team member to talk as openly as they comfortable doing. Seek advice from the Workplace Health Safety and Wellbeing team, if required, particularly where the situation or mental health conditions are complex. Know what to do in an emergency (and especially if you are concerned a staff member or someone else may be in immediate danger due to their mental health).

COVID-19: SUPPORTING MENTAL HEALTH AND WELLBEING FOR MANAGERS DURING THE PANDEMIC

SECTION 5

SECTION 5: HOW DO I SUPPORT THOSE STAFF WHO ARE CONTINUING TO WORK FROM HOME? Keep in regular contact with colleagues to minimise any feelings of isolation. For example, plan team meetings so that every member can take part whether at home or on campus. Be aware of individual circumstances. Everyone is managing different home environments so try not to make assumptions about work patterns, availability, and reasons tasks may or may not have been completed. Try to adjust workload and performance targets if necessary and in discussion with the team member. Encourage colleagues to use the University’s extensive resources to support mental health and wellbeing. These are available online and in many different formats. Refer colleagues to Occupational Health if you have any concerns about a member of staff’s fitness to work or need advice on any adjustments or support they may require. You might also find it helpful to look at the Health and Safety Executive’s (HSE’s) talking toolkit, a useful tool for managers. This is free to use. People and Culture can provide guidance and support on how to: n n n n n

Manage remote working Sustain a healthy work-life balance when the boundaries between work and home are blurred Ensure the appropriate home risk assessments have been completed [ add link] Provide display screen equipment (DSE) training (e.g. for PCs, laptops, tablets and smartphones) Maintain open communication and check that your staff are keeping up to date with all the information that is being sent centrally Taking a listening and empathy-focused approach, making sure that you, as their line manager, are keeping in touch and that other colleagues are communicating with each other

Role model behaviours and good practice Clear and effective leadership will be essential during this time. As a manager, you will be a role model to colleagues, and they will be looking to you for guidance, support, structure and reassurance. Teams are more likely to function well and avoid the onset of serious mental health difficulties if their supervisors create the right team spirit. Good supervisors have a range of important skills and attributes including looking out for team members’ safety, awareness of the individual circumstances of each employee, communicating with team members regularly, and not criticising some team members in front of others. Managers should also role model healthy self-care practices, e.g. not working excessively long hours and prioritising their own well-being. Explore how best to reduce or eliminate stressors in the workplace Using the University Stress Risk and Resilience assessments, (the HSE’s Management Standards) you can assess and address those work characteristics that lead to work-related stress. These work characteristics are: demands; control; support; relationships; role; and change. They have been shown to be the main indicators of workrelated stress. Support is available on the Stress Risk and Resilience Assessments. Since COVID-19, we are aware of related stressors such as perceptions of job security, motivation, presenteeism, satisfaction, or more stress around specific hazards in the workplace, e.g. roles where social (physical) distancing cannot be maintained. There have been many surveys carried out on working practices and related stressors, within and external to the University, which provide more information in this area.

COVID-19: SUPPORTING MENTAL HEALTH AND WELLBEING FOR MANAGERS DURING THE PANDEMIC

SECTION 6

SECTION 6: UNIVERSITY RESOURCES AND SUPPORT The University has many resources available for all members of staff. These include: n

Building Resilience During Lockdown - In this recorded webinar, the relationship between personal resilience and stress management is discussed to help you to identify strategies to boost resilience whilst we live and work during a pandemic.

Managing Anxiety when Returning to Campus â&#x20AC;&#x201C; In this recorded webinar, Simone Wakelin, our Cognitive Behaviour Therapist (CT), discusses ways to help you or your staff develop CBT techniques to better manage stress and anxious feelings you or your staff may have about returning to campus.

CBT therapy is offered to all staff following a referral from your line manger to Occupational Health. These one-to-one sessions focus on the concept that your thoughts, feelings, physical sensations and actions are interconnected, and that negative thoughts and feelings can trap you in a vicious cycle. CBT aims to help you deal with overwhelming problems in a more positive way by breaking them down into smaller parts and focusing on how you can remain well in work.

Access to the Employee Assistance Programme: Validium (0800 358 48 58). This is a professional and independent telephone employee assistance provider, offering access to information services such as: n

Whilst some individuals may seem more resilient than others may, resilience is a trait we all have. We can also all learn to be more resilient. A realistic mindset and a mix of values, beliefs, strategies and techniques can help us avoid stress and mental ill health and improve our personal performance. OH Advice is available on resilience.

One off 30-minute sessions for advice on managing anxiety during the pandemic with our OH CBT consultant these sessions can be booked direct through OH; you do not need a referral from your line manager.

Access to Online CBT can be found through Silver Cloud. This offers free online cognitive behavioural therapy (CBT) modules in the following areas: n n n n n n n

n n n n n

Counselling support (i.e. signposting and online resources) Legal guidance Financial information Debt advice Health and Well-being information.

Lunchtime Online Yoga - This yoga class will help you pick up some breathing techniques to help deal with anxiety at this difficult time and develop flexibility and strength. Exercises will be aimed to strengthen and lengthen the lower back, hamstrings and shoulders whilst working remotely. Options will be given for both beginners and the more advanced. Every Friday at 12.30pm.

Resilience Stress Anxiety Depression Body Image Sleep They have also created a bespoke COVID-19 module

COVID-19: SUPPORTING MENTAL HEALTH AND WELLBEING FOR MANAGERS DURING THE PANDEMIC

SECTION 7

SECTION 7: WHAT SUPPORT CAN I GIVE TO COLLEAGUES WHO ARE MANAGING UNDERLYING MENTAL HEALTH CONDITIONS? If a member of your team is managing an underlying mental health condition, you may need additional help to be able to support them well. n

People and Culture can offer individual advice and can make you aware of the policies and support regarding the options available, especially if anyone is experiencing difficulties around caring for someone or with childcare, or difficulties with getting in to work.

Utilise the support of the Mental Health First Aiders (MHFA) within the University who can signpost you to the correct support. Please contact OH, who will put colleagues in contact with a MHFA.

As their line manager, you could suggest that the individual requests a review with a GP or Mental Health Team if required.

Signpost staff to the online external websites as listed on the next page. They often have helplines – particularly MIND.

The Samaritans are there for colleagues to phone or email 24 hours per day and they can talk about any problem, no matter how big or small.

Sadly, you or someone you know may have lost someone close to you through Coronavirus. Cruse Bereavement care offers a range of support specific to COVID-19.

If you or someone you know is at risk of immediate harm due to their difficulties managing mental health then you need to inform them that you are seeking emergency support by calling 111, the Crisis Team, calling an ambulance or going to A&E where immediate support can be provided.

COVID-19: SUPPORTING MENTAL HEALTH AND WELLBEING FOR MANAGERS DURING THE PANDEMIC

REFERENCES

REFERENCES AND FURTHER READING n

What are the Management Standards? https://www.hse.gov.uk/stress/standards

Tackling work-related stress using the Management Standards approach https://www.hse.gov.uk/pubns/wbk01.htm

Working together to reduce stress at work: A guide for employees https://www.hse.gov.uk/pubns/indg424.pdf

Mental health conditions, work and the workplace https://www.hse.gov.uk/stress/mental-health. htm

https://covid19.ergonomics.org.uk/media/ CIEHF-Creating-a-Safe-Workplace-Infographic. html?fbclid=IwAR2fs1I8m23-nfmv7D7U9JvLCs tgw9kZrozrQVa7GTmpUk0lpJumMnqCv-c

https://www.hse.gov.uk/ toolbox/workers/home.htm?utm source=govdelivery&utm_medium=email&utm_ campaign=coronavirus&utm_term=homeworkers-stress&utm_content=digest-4-jun20#stress-mental-health

HSE Stress Risk assessment https://www.hse.gov.uk/stress/risk-assessment. htm

https://www.universitiesuk.ac.uk/covid19/ Pages/wellbeing.aspx

Tackling work-related stress using the Management Standards approach. A step-by step workbook https://www.hse.gov.uk/pubns/wbk01.pdf

https://www.universitiesuk.ac.uk/policy-andanalysis/reports/Pages/beginning-conversationresponding-domestic-violence-abuse-highereducation-covid-19-april-2020.aspx

https://www.hcpc-uk.org/covid-19/advice/ advice-for-employers/supporting-staffwellbeing-during-covid-19/

Talking Toolkit: Preventing Work-Related Stress https://www.hse.gov.uk/stress/assets/docs/ stress-talking-toolkit.pdf UoE Stress management guidance for line managers https://www.essex.ac.uk/staff/managingpeople/stress-management-guidance-for-linemanagers Stress risk and resilience assessment https://www.essex.ac.uk/-/media/documents/ directories/occupational-health/stress-ra-form. doc

How to tackle work-related stress: A guide for employers on making the Management Standards work https://www.hse.gov.uk/pubns/indg430.pdf

COVID-19: SUPPORTING MENTAL HEALTH AND WELLBEING FOR MANAGERS DURING THE PANDEMIC

POLICY CREATOR: PEOPLE & CULTURE Created: 30 July 2020 Amended: Review Date: In line with government guidelines, or as the University considers moving to a new protection level, whichever is sooner. 14