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President and his management team

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Bringing people together - time out sessions

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Bringing people together - time out sessions

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More events where staff can get together in person in a relaxed setting - e.g Lunch and Learn sessions. Weekly meditation sessions pre COVID were very popular at South Ken.

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In put by President and his team.

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Academics and Researchers are ofter weary of words like wellbeing, mindfulness and so on - I like how you mentioned Happiness :)

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Suportting staff and improving, maintaining a culture of learning and development needs to be one of the clear criteria for promotion.

It is already at the forefront of Academic Grants - how they are accounting for the development and support of their teams.

How will this work for the other Job Families.

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Consider the different times that people can attend and also the format (online vs in-person);

Job roles

Time management / workload

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Looking at workload management models

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POD/PFDC/EDIC/ DocSchool/ HR etc.

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Normalise building health and wellbeing into all activities

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Normalise building health and wellbeing into all activities

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Build awareness that there are systemic challenges in HE that impact MHWB

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Allow them the time and space to develop their capabilities - wether as training / coaching opportunities / or mentoring and networking

Visibility of senior academics that undertake development needs to be bigger

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All staff are given an 1 hour a week that they can use toward supporting their wellbeing. This can to be done whatever they want - could be L&D, could be going for walk, could be supporting a colleague

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Recognising value of peer learning and support - trying to alleviate feelings of isolation

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Identify quick wins

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Review/champion ten development days for all (including PTO)

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Review/champion ten development days for all (including PTO)

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We are participating in the national RSVP project where we will be piloting new, tailored support for supervisors such as a dedicated mentoring programme and training opportunities - would be good to link up with POD on this so we can learn from the pilot and "roll-out" actions where these have impact

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Recognise and specify number of development days in the PTO contracts

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Whenever we think of training we need to consider the knock on additional costs when thinking of operational staff. People need to be back filled

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Knowing we care, Visibility and Permission

1) Knowing we care & visibility - the College is very good as big picture and big initiatives but implementation at the departmental level is patchy - Departments need to be as accountable for their research staff as the central college is - this is true for all activities researchers and academics undertake

2) Permission - with focus on research, research staff is often left with no time (real or perceived) to engage in activities that will improve their wellbeing or contribute to learning and development

(Regardless of their 10 development days, which are also now embedded in Teaching Fellows contracts)

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Ensure championing from senior leadership

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In Conversation with the President session dedicated to Mental Health and Wellbeing. Staff have the opportunity to post questions. They may have some ideas that the working groups haven't thought of.

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To reward and recognise the often invisible activities that support a culture of learning and development and wellbeing. Link to external drivers eg, Narrative CVs

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There is a central existing website which pulls together all the support available to PGRs experiencing supervisory issues. However, we should ensure this covers all support available from all support services - a one stop shop

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Role models and enablers of our wellbeing culture

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Still need to address the issue of supporting students who report poor supervision. Grad School is working on this and we are gathering data to present to POD

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What are we already doing? Are any aspects or groups being missed? What do we want to continue/do more of, start doing, or stope?

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What does 'healthy' and 'unhealthy' work look like?

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Educate the community on the benefit of proactive wellbeing Management 

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Educate the community on the benefit of proactive wellbeing Management 

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We need to create a culture that speaks to our community around the benefits of holistic wellbeing that resonates with them. Is it about creating better teams, reducing absenteeism, increased productivity etc. etc.

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Resources to advertise, promote and communicate across Imperial

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People looks to their managers and supervisors for practical guidance / strategies on how to work in a healthy way. They set the tone and expectations for how to work.

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To make it tangible - moving beyond lofty words and phrases.

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need to enable supervisors to participate in training by addressing workload concerns

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Incentivise and motivate individuals to want to embed the learning

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Mental, social, and physical health underpins everything we do, so needs to be intrinsic in all learning and development.

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Researchers wear many different hats (just like academics) and this is difficult to juggle with fixed term contracts AND undertaking opportunities to develop themselves and their careers. It is critical they feel supported in all aspects including wellbeing

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We need individuals to want to change and seek learning

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Supervisors need support to help address difficult PGRs, but also to know where to signpost PGRs for support

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Poor supervision is a leading cause of MHWB challenges for PGRs

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Carry out an audit of all L&D opportunities available across Imperial across this area.

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Mental Health Awareness eLearning to be part of Imperial Essentials. It will be the only IE which is focused on the individual rather than the organisation. Alternatively, as a commitment from the senior management team to the strategy all staff are given an hour to complete the e-learning module.