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The manager's role in managing employee mental health

OpinionWritten by John Berry on 13th June 2019. Revised 25th March 2020.8 min read

There’s been a plethora of articles in the management press and in management-oriented social media recently declaring that mental health is a big issue in firms. Here we temper this alarmism and give a practical three point plan comprising knowledge, awareness and sensing and intervention.

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A Practical Approach to Managing Work Based Stress

ArticleWritten by John Berry on 5th May 2017. Revised 25th March 2020.11 min read

This article proposes a practical approach to managing of work based stress. It suggests use of the HSE Management Standards to describe six forces that need to be balanced. It then elaborates this to include these forces in a feedback model to suggest a method by which managers can actually manage reduction in stress through control of stressors and increase in coping.

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Where do responsibilities begin and end in managing wellbeing?

OpinionWritten by John Berry on 27th November 2019. Revised 25th March 2020.4 min read

Managers expect that employees will turn up on time and be upbeat, fit and well and ready to do what’s asked of them. Employees expect that managers will give them interesting, good quality work that’s within their capabilities. But much can go wrong. There's much spillover degrading employee wellbeing. Managers must step up and embrace their responsibility to manage whole-employee wellbeing, albeit recognising that a big part of the scope of that responsibility will be marked ‘private’.

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Practical Use of the HSE Management Standards Indicator Tool

OpinionWritten by John Berry on 2nd May 2017. Revised 25th March 2020.6 min read

The Health and Safety Executive has published a framework covering six areas that might result in an employee or employees suffering stress at work (the HSE Management Standards). These are things like lack of control over work and lack of management support. As we note in articles on our site, this framework is a good way of thinking about stress.

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Power play in performance appraisals

OpinionWritten by John Berry on 3rd May 2017. Revised 25th March 2020.7 min read

Performance appraisals are worthwhile. Manager and subordinate sitting down together to review performance over the past year provides huge benefit. But for many it’s a time of dread. Unless controlled, both parties will use their power to distort the performance appraisal outcomes in their favour.

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Performance Appraisal: A key tool in management success

White PaperWritten by John Berry on 6th May 2017. Revised 25th March 2020.34 min read

In the 1980s, a fairly standard form of appraisal emerged that aimed to assess current performance, improve the individual's performance in the immediate future, set and review performance objectives and assess training and development needs. This paper considers development since then considering applicable research and theory. It concludes that despite methods allowing performance appraisal to become more complex, the themes from the 80s persist today.

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