Employee Wellbeing

For information on the support available to you as a staff member including the employee assistance programme, occupational health, counselling, mental health first aid, online reporting tool and disability support click here .

The Workplace Dignity Network offers a confidential, supportive space for staff to discuss wellbeing concerns such as bullying or harassment, stress, work relationships, work/life balance, or mental health worries. Network members are trained listeners who can talk through your situation and signpost you to other helpful resources.

For further information about the Workplace Dignity Network, contact Sam Waldram, Senior HR Partner, Organisational Development, email sam.waldram@abdn.ac.uk 

Network Members

For many meetings will be an integral part of your role. However, they can consume a lot of time, require preparation before attending and result in actions to follow-up on. Meetings have also evolved in recent years, with some taking place in-person, some online and some hybrid.

Meeting Timings

Be mindful of the number and timing of meetings:

• Core meeting time 09:30-16:30
• Try to keep Fridays clear of internal meetings across the University wherever possible
• Teams locally to consider arrangements to keep lunchtimes clear of meetings (e.g. 12:30-13:30)

Arranging a meeting

Before you arrange a meeting be clear on the purpose and intended outcome. Could the same outcome be achieved through an email exchange, a quick call or face to face discussion. If you decide the meeting should go ahead, consider:

• Is this a one-off meeting or a recurring one?
• Who needs to attend? Make use of the scheduling tool in Microsoft Outlook to check availability before sending the invitation.
• Avoid scheduling meetings during lunchtime 12.30 - 13.30 and outwith core meeting times
• Where possible start your meeting 5 minutes past the hour/half hour and finish 5 minutes before the hour/half hour (eg 10.05am-10.55am)
• Consider if your meeting can be hybrid to accommodate different working patterns
• Visit the Toolkit for further Outlook tutorials
• Reduce 'provisional' meetings and only schedule where essential. Staff should also block time out of their calendar that doesn't suit.
• Make yourself aware of the University's guide on Teams meetings

Meeting Attendance

Make a list of all the meetings you attend using the Meeting Attendance Audit Template including your role in that meeting, it's purpose, how it helps you achieve your workload and how useful you find it.

If you work in a team, do this collaboratively so you can identify ways to help each other - for example, you could send updates via a colleague and take turns attending.

Some questions to ask yourself when determining if you should attend:

• How relevant is this to my job (based on your workload assessment)
• Is there an agenda, is it relevant to you and can you contribute
• If it's unclear, ask for clarification on the purpose of the meeting and for some information in advance to help you prepare
• What will happen if I don't attend this meeting?

The introduction of the home working policy and the expansion of our institution internationally has seen many colleagues adapt their working week. This may mean some colleagues work earlier in the morning, later in the evening or at the weekends. A hybrid working pattern has become more common - some days in the office and others at home.

Staff are strongly encouraged to refrain from sending emails outside standard working hours or during weekends. While flexible working arrangements are supported to enable staff to meet the requirements of their roles, this should not result in extended working hours. If you receive an email outside normal working hours, there is no expectation to respond until at least the next working day.

Some things to consider:

• Make use of the delay send feature
• Be proactive in communicating your working pattern in your email signature
• Only use CC when necessary. If a colleague is on annual leave or it is not a working day for them, consider removing them from an email chain and updating them on their return
• Give a clear description in the subject line helping colleagues understand the purpose of the email
• Consider a call or face-to-face chat in place of an email
• Keep a tidy inbox by developing a filing system and deleting duplicate emails
• Manage expectation with a clear email signature for example:

My core working hours are Monday to Friday, 9am–5pm however due to the nature of my role, I may occasionally work at different time. If you receive an email from me out with normal working hours I do not expect a reply until at least the next working day.

Further guidance on email use can be found on Toolkit.

For information on the staff equality networks including the LGBTQ+ network, parent and carers network, menopause network, race equality network, disability network and more click here .

For information and support on enhancing your workstation set up click here, alternatively further information can be found here.

If your job requires you to wear glasses to operate display screen equipment the University will contribute (up to £50) towards the costs of frames, lenses and any special prisms or tinting requirements for Display Screen usage.

More information can be found within the Expenses & Benefits Policy.

A How to Guide on how to make an expense claim for prescription glasses can be found below.

1:4 people will experience a mental health problem each year and we want to ensure you can access support if you need it.

Your line manager should be in touch with you during your period of absence and will work with you to put in any adjustments you may need for your return. Discussions with you about adjustments are confidential and they are aimed at assisting you to effectively manage your time in work. Examples include increased flexibility, variable working hours, amendments to contracted hours (temporary, phased return), arriving at work later or leaving earlier to avoid very busy periods or slight alterations to roles and responsibilities. Reasonable adjustments are tailored to individual circumstances, and your line manager and/or HR Partner can help you to explore these further.

If you have a mental health condition that meets the definition of disability in the Equality Act 2010 you may also be able to access additional support at work through the Access to Work Mental Health Support Service. You can speak to your line manager or HR Partner confidentially about this further.

More information and advice about eligibility is available at: https://atw.maximusuk.co.uk/