Coronavirus (Covid-19): Latest updates and information
Skip to main content Skip to navigation

Senior People Responsibilities

Responsbilities of our Senior Officers include:

  • Facilitate cultural change to enable better support and development structures to create healthier workplaces with effective day to day support from managers, flexible working, and workload management
  • Support the need for employees to enjoy their work, their health and maintain good overall balance between work and home life
  • Facilitate the re-engineering of business processes to improve workloads which will lead to improved performance whilst ensuring that the external customer’s experience is positive during the change
  • Establish effective monitoring processes so as to be able to evaluate the impact of this policy
  • Make recommendation following consultation with employees and development and improvements to the policy
  • Ensure the embedding of this approach into all aspects of people management within each dependent through the communication, promotion and dissemination of the policy
  • Provide support and guidance for individual employees
  • Allocate resources necessary to allow managers to deliver the agreed strategy on the promotion of health and wellbeing and health referral for expert options.

In addition to the general duties of all managers, senior managers influence the culture in their part of the University. Their specific responsibilities include:

  • Setting an example as a role model by adopting and adhering to the agreed healthy workforce strategy and this policy
  • Actively promoting the principles and behaviours contributing to positive employee wellbeing and building team resilience
  • Highlight blocks in the organisation in relation to supporting personal and team wellbeing to the management team
  • Vigilance to employees; personal circumstances and offering additional support where appropriate to members of staff experience risks to their wellbeing derived from outside work e.g. bereavement, separation.
  • Ensuring effective communication between management and employees, particularly where there are organisational and procedural changes
  • Ensuring that bullying, harassment and discrimination are not tolerated.
  • Referring employees to Occupational Health or Counselling Services etc. as appropriate
  • Working with managers to initiate employee wellbeing focus groups where appropriate
  • Enabling and encouraging a network of employees who can act as wellbeing facilitators for their workplace