Guidelines for staff

Work management

If carrying out work is difficult, it could be helpful to assess whether this is for quantitative or qualitative reasons.

Quantitative measurement

To ensure that work is carried out effectively and efficiently, it may be helpful to record for a short period of time how time is spent, e.g. for a Lecturer, time can be analysed using the following categories:

• lecture preparation;
• marking of work;
• teaching;
• tutorials;
• research;
• pastoral care;
• internal meetings;
• professional updating;

An overall analysis of work can highlight whether the work is loaded correctly or not, time is managed effectively and work is distributed fairly. If time is not managed effectively, the following tips may help:

• drawing up daily To do lists in order of priority and importance;
• abandoning recycling of the in tray (i.e. read items and decide to take action, file or throw away);
• negotiating deadlines;
• agreeing finish as well as start times for meetings;
• allowing thinking time e.g. between meetings;
• analysing best personal working times and using these to carry out complex tasks.

If it is felt that the workload is excessive, this should be discussed with the manager with any proposals for resolution.

Qualitative assessment

If work is difficult because of starting a new job, promotion or changes in job requirements, an assessment of training needs is advisable. Suitable on and off the job training should be identified and costed proposals prepared for discussion with line management.

The Chartered Institute of Personnel and Development has recently stated that an important and often overlooked cause of stress is the failure of individuals to take responsibility for self-management of their learning and development and their consequent loss of confidence and inability to do the job. An ongoing assessment of whether or not personal competencies match those required of the job is therefore advisable. If there seems to be a gap, discussing whether or not training would help should be discussed with the manager or the Training and Development Manager.

Working relationship with others

Effective teamwork encourages fair distribution of work and support during times of particular stress caused by work or personal circumstances. More co-operative working relationships can be engendered by an assessment of the management or working styles of others. The Training and Development Manager, Human Resources can offer suitable team based training to facilitate this.

Dealing with unacceptable behaviour

Unwelcome and unacceptable sexual attention should, where possible and appropriate, be dealt with assertively by making a clear statement that the unwanted behaviour is inappropriate and must stop. Human Resources can give guidance.

An assertive approach is also advisable for dealing with bullying behaviour. Again, Human Resources can give guidance.

Wherever possible, it is better if an informal approach can be used to stop the unacceptable behaviour. If this is not possible, then Human Resources can provide advice on using the appropriate formal grievance procedures.