Supporting PS workload - Line Manager guidance

Workload rhythms naturally fluctuate over time. Depending on the role and the individual, there may be periods of increased or reduced workload. These patterns can also shift due to changing personal circumstances. 

When workloads fluctuate, this is not necessarily a bad thing, for some high workload (or pressure) can:

• increase focus and motivation
• help prioritise what matters most 
• support learning and development

However, workload pressure becomes unhelpful when it:

• feels constant or overwhelming
• removes your ability to switch off or recover
• leads to mistakes, stress, or reduced wellbeing

Line managers need to look out for signs and symptoms of workload concerns. If excessive, individuals may develop signs and symptoms of stress and experience an adverse impact on how they function.

The goal isn’t to eliminate workload pressure, but to keep it at a healthy and sustainable level. Below are some signs of what a healthy and unhealthy workload may look like: 

We are committed to supporting colleagues, and we recognise that workload issues may arise at various times, which may contribute to increased stress levels. The following five principles should be used by line managers when discussing workloads:

1. Flexibility - workloads may change over time depending on the needs of the department as well as external regulators; timely discussion and negotiation are key.
2. Transparency - central to achieving equity and confidence; colleagues will understand decision-making processes around team and therefore individual priorities.
3. Usability - the right information available at the right time, and in the right format, will inform workload decision-making.
4. Realism - workloads considered against resources available.
5. Equality – task allocation will be undertaken in such a way that respects individual circumstances. Colleagues will feel able and know how to express concerns about workload.

Managing pressure is a shared responsibility:

• employees are encouraged to notify their line manager of any anticipated pinch points or issues and use the support available
• managers are responsible for setting clear expectations, listening, and supporting sustainable and fair workloads
• the organisation is committed to promoting wellbeing and realistic ways of working

One of the best ways of supporting colleagues with workload is through regular workload monitoring and early interventions. There are several approaches you should be using to monitor and/or identify issues regarding workload:

• 1-2-1s - line managers should ask employees in their regular 1-2-1s how their workload is, whether it is manageable – this can be either overworked or a lack of work. This is often where colleagues will raise issues
• identify early warning signs - line managers should watch for early warning signs like changes in behaviour, such as request for overtime, missed deadlines, visible stress, or lack of engagement. If any are found, they should ask the employee about their workload as soon as possible
• PDRs - at least twice a year, a line manager should have a PDR conversation with their employees; these conversations are a great way of assessing workloads over a longer period of time through scoping of work and being realistic around the length of time a task may take. During these conversations, the line manager may be able to identify whether there are peaks and troughs during the year or whether the workload pressures are continuous. This is also an opportunity for the line manager to work with the employee to agree on workloads going forward, considering any learnings from the previous year
• clear communication - it is important that the line manager clearly communicates what the priorities are for the team, the rationale behind decisions, and what can be paused and stopped

Once a workload concern has been raised or identified, it is the responsibility of the line manager to address it. When addressing workload concerns, the line manager needs to consider whether the concern is temporary or long-term. Some useful tools can be found through Learn Smart, including resources for colleagues on managing workload, and there are also external resources such as the Eisenhower Matrix. 

Below is a list of suggested actions a line manager can take.

*Please note that the re-allocation of work should be done with the above five principles in mind and should not result in creating further workload issues elsewhere within the team, i.e. moving the pressure from one team member to another and should be agreed as a team.

To support line managers in understanding where further action may be required, we have several key resources available, which should be explored:

• team health & wellbeing resources can be found through our Induction to People Managers site
• individuals workplace pressures risk assessment - line managers should consider whether a risk assessment should be undertaken, especially when an employee reports stress or a mental health concern, employee has been absent from work due to stress or as a recommendation from occupational health. Further information about the risk assessment can be found here
• team workplace pressures risk assessment - line managers should consider whether the workplace concerns affect individuals, or whether there are several individuals affected, and if a team workplace pressures risk assessment would be more appropriate. Further information about the risk assessment can be found here
  

When all of the above have been considered/actioned, line managers should then consider the following:

• escalate issues to senior leadership - finally, if none of the above can be done, escalation to senior leadership should take place (see section below)
• seek temporary cover or additional support – when the previous actions listed above have not addressed the workload issues, and there are tasks that cannot be paused or stopped temporarily, the line manager should seek existing internal resources/support to address the workload concerns. This may include receiving help from another department/team; this should not be to the detriment of others
• seek further advice from HR advisors/partners - the HR team will be able to help with HR operational support and advice

Once the steps outlined above have been completed and workload concerns remain unsolved, the following escalation routes should be used.

If at any stage, the line manager’s concerns have been raised with their direct line manager and haven’t been resolved these may be escalated to the next senior colleague. Colleagues should avoid skipping any of the levels of escalation (unless there is a justification, e.g. conflict of interest) and pursue resolution through their reporting line. 

Line Manager

Employee raised workload concerns to line manager and line manager to work through the steps above.

Head of Team/Department (if applicable)

Once the line manager has worked through the steps above, they should raise their concerns with the Head of Team/Department (if applicable) - they should then be able to advise and help with prioritisation of tasks.

Assistant Director

Heads of Team/Department may seek further advice and guidance from the Assistant Director of the Division to help address workload concerns. 

Divisional Directors

Only once have spoken to the Head of Team/Department and the Assistant Director for the division, you should contact the Divisional Director.