Responding to Early Signs of Stress

Early recognition and action are essential in preventing work‑related stress from developing into a more serious issue.

When signs or symptoms are identified, managers and colleagues should take timely, informal steps before a formal Stress Risk Assessment is required.

Recognising Signs of Stress

Stress presents differently for everyone. Awareness - both of your own symptoms and those you observe in others - allows for early support and intervention.

Signs to Look for in Yourself - You may notice:

Increased tiredness or lethargy
Mood swings or irritability
Low mood or anxiety
Headaches or migraines
Forgetfulness or difficulty concentrating

Signs to Look for in Others - You may observe colleagues who:

Become more withdrawn
Avoid or disengage from meetings
Show changes in tone, language, or communication style
Appear less attentive to self‑care
Seem preoccupied, tired or overwhelmed

If You Are Concerned About Someone

If you’re worried, it’s important to ask - and ask twice.
Listen without judgement
Offer reassurance
Signpost them to university support services
Encourage them to speak with their manager

When the signs or symptoms of work-related stress have been identified it is important to act early. Before the need for a formal stress risk assessment, first steps and early intervention can be put in place to start to manage and mitigate the further risk of developing into a more serious issue.

What You Can Do

Speaking to someone you trust about how you are feeling is the most important step you can take when you start to feel overwhelmed and start to recognise the signs of stress or deteriorating wellbeing. However, there are some practical strategies you can try that can help manage workload effectively, reduce unnecessary pressure, and mitigate work‑related stress.

Saying “No” and Managing Expectations- Saying no can feel difficult, but it is essential for managing workload and preventing stress. Seek support from your line manager or a trusted colleague when deciding what to take on. Before agreeing to new tasks, consider:

How it fits with your current workload
The time required
Its importance and impact
What happens if you decline
Whether priorities can shift or support can be shared
Whether you can propose an alternative solution

“Good Enough” vs Perfection - Decide early what “good enough” looks like for each project. Avoid spending excessive time perfecting work before seeking feedback. Aim for progress, not perfection.

The Dignity at Work Toolkit also offers some useful guidance on making meetings more effective, maximising the use of Outlook and email and meeting etiquette guidance.

Preventing Work‑Related Stress

Schedule regular discussions with your line manager to review workload and wellbeing.
Use tools such as the Workload Mapping Tool and Stress Bucket Exercise to support these conversations.
Complete an Individual Wellness Action Plan annually and review it during 1:1s.
Identify personal stress triggers early and use available tools to monitor and manage them.

What Your Line Manager Can Do

Early, Informal Responses to Signs of Stress

Early intervention is key to preventing work‑related stress from escalating. Managers can take several informal, proactive steps to support individuals before a formal Stress Risk Assessment is required.

Supportive Early Actions:

Initiate supportive conversations using structured tools such as the Wellbeing Conversation Guide, HSE Talking Toolkit, and the Six Areas of Work‑Related Stress.
Use practical resources including the Workload Mapping Tool, Meeting Attendance Audit, Stress Bucket Exercise, Covey's Circle of Control.pdf, and Individual Wellness Action Plans to help identify pressures and guide discussion.
Address manageable risks informally, such as adjusting workloads, clarifying priorities, offering flexibility, or increasing check‑ins.

The Manager’s Role in Monitoring Stress and Workload

A key responsibility of every line manager is to proactively monitor workload and stress levels across their team. This helps identify issues early and ensures that support is timely and effective.

Proactive Monitoring

Include workload reviews in regular one‑to‑one meetings. Use available guidance and tools to help structure these conversations.
Encourage individuals to keep track of their own workload and stress levels by using the University’s stress and workload management resources and training.
Make use of supportive frameworks such as the HSE Talking Toolkit and the Wellness Action Plans (WAP) Template to help prevent work‑related stress. There is also a useful Wellness Action Plan Guidance for Managers to help your discussions around Individual Wellness Action Plans, as well as a bitesize overview video.

Building a Supportive Team Culture

Agree team wellbeing priorities together, identifying shared goals and habits that support positive wellbeing.
Encourage mutual support within the team, promoting a culture where people feel comfortable raising concerns early and looking out for one another.

University Resources

Useful Webpages

Online e-learning courses