Organisational Support Checklist
During high-stress periods, organisations may need to act quickly to support employees. The checklist below provides a practical framework to guide immediate action.
Key actions
Communicate clearly and regularly with employees
Remind employees about available wellbeing benefits and resources
Equip managers to have supportive wellbeing conversations
Encourage regular one-to-one check-ins
Reinforce psychological safety within teams
Offer flexibility where possible
Monitor wellbeing indicators such as absenteeism and engagement
Encourage recognition and team connection
A single behaviour change does not necessarily indicate distress. However, a noticeable shift from someone’s usual behaviour may signal that a supportive conversation would be helpful.
Managers are not expected to diagnose mental health concerns. Their role is to recognise changes, check in with employees and guide them towards appropriate support where needed.
*Please make sure you follow your organisational framework for Employee Support during emergencies or high-stress periods.
Supporting Teams During Challenging Times
Managers, leaders and organisational teams play an important role in supporting employees during periods of uncertainty. Creating an environment of open communication, empathy and practical support can make a meaningful difference to employee wellbeing.
The guidance below outlines practical steps leaders can take to support their teams.
Spotting Signs of Distress in Employees
Periods of prolonged stress can affect individuals in different ways. Some employees may openly discuss their concerns, while others may continue working as normal even when they are struggling.
Leaders and managers should be aware of behavioural or emotional changes that may indicate someone needs additional support.
Signs to be aware of:
Increased irritability, anxiety or emotional sensitivity
Difficulty concentrating or making decisions
Changes in attendance, punctuality or productivity
Withdrawal from colleagues or reduced participation in meetings
Visible fatigue, stress or frequent illness
A single behaviour change does not necessarily indicate distress. However, a noticeable shift from someone’s usual behaviour may signal that a supportive conversation would be helpful.
Managers are not expected to diagnose mental health concerns. Their role is to recognise changes, check in with employees and guide them towards appropriate support where needed.
Having Supportive Conversations
Managers sometimes hesitate to check in with employees because they worry about saying the wrong thing. However, avoiding the conversation can unintentionally increase feelings of isolation for someone who may already be struggling.
A supportive conversation should begin with observation rather than assumption.
For example:
"I've noticed you seem quieter than usual in meetings and wanted to check in to see how you're doing."
Helpful approaches
Focus on observations rather than assumptions
Listen actively and allow time for the employee to speak
Acknowledge feelings without judgement
Ask open-ended questions to encourage conversation
Managers are not expected to act as counsellors. Their role is to provide support, demonstrate empathy and help employees access appropriate resources.
Supporting Your People
During periods of uncertainty, employees often look to leaders and organisations for reassurance and guidance. Clear communication and visible wellbeing support can help reduce anxiety and maintain trust.
Practical actions organisations can take include:
Sharing clear and regular organisational updates
Reminding employees about Employee Assistance Programmes (EAP)
Highlighting mental health support available through medical insurance
Providing guidance for managers supporting employee wellbeing
Ensuring wellbeing resources are visible and accessible can help employees feel supported and aware of the help available to them.
Keeping Teams Aligned, Connected and Engaged
Periods of uncertainty can affect morale, focus and engagement. Employees may feel distracted or unsure about priorities.
Maintaining clarity and connection can help teams remain focused and supported.
Leaders can support engagement by:
Reinforcing team priorities and organisational goals
Holding regular team check-ins and one-to-one conversations
Encouraging open dialogue and questions
Recognising employee effort and collaboration
Connection plays a key role in protecting wellbeing. Small actions such as acknowledging contributions and encouraging collaboration can help maintain team morale.
