Frontline Members Survey - Responses by subject



HOME OFFICE FRONT LINE REVIEWFRONTLINE POLICE STAFF VERBATIM RESPONSES TO UNISON SURVEY 2018 Respondents to UNISON’s front line police staff survey were invited to answer the question: What could be done better by your own force to support your wellbeing at work?The majority of the 2,500 front line police staff who responded to the survey took the opportunity to reply to this question by completing a short open dialogue box response. The results when analysed show that police staff have a lot to say about their wellbeing at work and what has happened in their work places to put this wellbeing in jeopardy. UNISON analysed the verbatim responses by conducting a word frequency search. The following were the most commonly repeated subjects:WellbeingWorkloadListeningSupportShiftsValueStressUNISON has gathered together all references to the above subjects in our members’ testimony and we reproduce them below under the subject headings. They are a vivid, honest and at times emotional commentary on the state of front line policing. Some of the respondents concentrate on the problems being faced by staff, and some propose solutions.These voices deserve to be heard and responded to, both by police leaders and by the government. It is UNISON’s job to ensure that this happens. Wellbeing / Welfare Better wellbeing checks. Not everyone feels they can come forward.Take more notice of staff health & workloads.There are rumours going around about police staff redundancies to pay for new police officers. All of this adds so much stress and worry to my life. The senior management team being honest and answering these hard questions, even if the answer isn’t what we want to hear would help wellbeing.Regular welfare meetings and Mental Health champions that staff can turn to anonymously.More one to one sessions. occasional training / meetings to discuss how we can work together to help each other in wellbeing. how we can help colleaguesWe have been working with staff shortages due to sickness for a year now. The colleagues off with stress/depression are given lots of support but the ones left trying to do all the work in a really pressurised environment seem to be forgotten about. What about my wellbeing?Regular one to one's with supervisor where wellbeing at work is included in the discussionHR & Senior management need serious improvement as they are the source of wellbeing issues.Ensure welfare checks are done on staff absent across the Force.Have less focus on minimum staffing and "key performance indicators" regardless of staff welfare, and more regard to keeping staff fit and healthy Single point of contact for wellbeing issues within the workplaceI haven't really had any wellbeing issues so I have no experience to relate to.Easier access to welfare Cuts mean that we now have a manager that covers the entire force which has proved difficult with team wellbeing, moral and communication. Also one station that I work in is archaic in its technology and ambiance. I believe having nice office surrounding enhances your productivity. In this station, I struggle to get cutlery most days and even a glass to get a drink of water!!Take an interest in wellbeing and make time to listen to peopleWellbeing initiatives are directed by staff in a wellbeing forum and suggestions often agreed by Exec. Staff need time to attend forums though and many supervisors/middle managers obstruct attendance.Rewards for good work and putting that little bit more into work. I have not been sick in the 6 years I have been here, some of my work colleagues are going sick 2-4 days a month. Their work is the left for me to do. We do have a good wellbeing team at work Allow us a wellbeing space to go and get away from immediate stress at that time, just for a few minutes We are a collar number on a seat, our welfare matters very little to the organisation. However my immediate line manager is great and supportive.Wellbeing one to ones. Well being is often added on to PDR meetings and can be a very brief conversation. A regular meeting dedicated to staff wellbeing would be productiveI feel that I could go to any of my supervisors for help regarding my wellbeing but I also feel there is so much pressure on everyone that you can sometimes go home after a shift and the moment to get assistance is missed. More regular breaks and somewhere to talk in private would be good. As a new starter I think that wellbeing in a frontline job should be mentioned more in training.While I feel that the force tries to consider wellbeing and has active programs to enhance it, within my department it is not considered beyond the surface, token gestures to show their line managers that they are adopting but when push comes to shove, no consideration given to peoples work life balanceEasier access to welfare and supervisors receiving training Management and staff wellbeing is not a priority at presentWhat's the point? Budget cuts have been so severe wellbeing is right at the BOTTOM of the listWould be better if supervisors consulted us, and asked details before making uninformed decisions. Regularly making decisions based on personal advancement, over staff wellbeing.Allow Occupational health or Doctors to have the ability to decide on factors impacting wellbeing to find a suitable solution.Be more proactive in dealing with wellbeing issuesRecognise that some of the calls taken are distressing and speak to the call taker in relation to this to check on well being.Being more open and accepting of wellbeing issues. Not judging, alienating or stereotyping those with wellbeing issues.Not be concerned about when I'm coming back to work. The priority should be my wellbeing,Regular welfare meetings and Mental Health champions that staff can turn to anonymously.A recognition and action on those factors identified as being main factors affecting staff wellbeing. This should be taken to the highest level possible to adequately fund this public service right down to county and local level and alleviate issues staff face. better trained HR services with a better understanding of policies procedures contracts and other basic HR procedures and issues would help getting the right help and questions answered appropriately. IT systems cause no end of stress and welfare issues for all.To speak to staff during shift to check on welfareUnderstanding by senior management of issues that can have an impact on wellbeing and actively trying to resolve them. Better localised Occupational Health who actually respond to referrals. Supervision/line manager taking time to have an informal private discussion to see if anything can be done to assist with wellbeing or health problem. We are constantly sent e-mails with wellbeing advice which states that we are individuals and not to compare ourselves with others, however staff are constantly compared to others on their team and team are judged against other teams in line with individual and team performance. I understand that we need to have benchmarks etc. but the advice is in direct contradiction to what is expected of staff.Regular wellbeing one to one meetingsFirstly admit there is a problem and then address it head on. Shift patterns, lack of work life balance, an OHU where only telephone appointments are available and supervisors that are struggling too is not acceptable. There are too many staff working who should be at home because they are not mentally fit enough and too many who are sailing close to the wind and about to join them. Everyone from Inspector upwards needs to take a long, hard look at their staff and then do something about it before the 'camels back breaks'.We used to have a wellbeing portal but this has been disabled in recent months. It had useful contact numbers. Attend out stations, and check on staff wellbeing. Rather than mass emails . I know they are very busy but the in person speak with staff is more productive and received.As our last shift is always a night shift it detracts from our rest days as we are sleeping. Therefore a change of shift patterns back to 6 on 4 off would be beneficial to our wellbeing.Demonstrate support for wellbeing at all levels including senior managers. Practice what you preach.Understanding what we do and the issues we face trying to do it, so that they actually know what is affecting our wellbeing.There are a lot of issues within the work environment and the fact that the pay is low and the cost of living has risen. We had a 1.5% wage increase when the cost of living has risen 22%. Therefore nothing will improved much until this problem is solved. Wellbeing is non-existent with this problem.Stop paying lip service to pretending to care about staff welfareI have been in my role for just under a year and during this time any wellbeing issues I have been supported very well.Whilst the force says it is supporting staffs’ wellbeing it is mostly aimed at frontline officersSupport for people in new roles, easily forgotten in the busy day to day. More mentors & time taken to speak to people to discuss their development, wellbeing etc. More welfare support from line managers. Some are great, but some aren't and the impact the bad have is a shame & shouldn't be happening. Better training for supervisors on well known conditions e.g. depression / anxiety Supervisors not to think the worst and show empathy to staff and not just to think about the impact on the job. Supervisors to be more professional when dealing with wellbeing issuesListen to concerns raised around job wellbeing, instead of sometimes being dismissive.The only thing that effects my wellbeing is shifts which I appreciate is a requirement of the role so I'm not certain anything could be done to change this unless there was a nursery on siteStaff are under huge pressure at work, which extends to management. They have little or no time for welfare. Time should be taken to talk individually to staff and find out about the issues both at home and work. Treat Police Officers and Police staff the same with regard to welfare. Police Officers are treated with much more leniency than Police staff who fall into black and white, strict policy which does not support their needs. Consider impacts on shifts - the process for booking leave is cumbersome and seems unfair. We pay lip service to wellbeing without actively supporting staffTreat our health and wellbeing on an individual basis instead of just saying everyone is the same! We have also continually asked for measures to be put in place in our office as some of us are going through the menopause and the symptoms are horrendous but we are continually getting no support!!!Put more value in staff welfare. Welfare should come before budget in most cases I feel that a good approach to wellbeing at work is taken by my force and company.Be more aware of how their actions directly affect staff wellbeing and have an understanding of what our roles actually are.I don't have any wellbeing issuesMy supervisor, at the time handled my wellbeing professionally and I felt happier. I was struggling with workload and not having enough time to service the public to the standard I believed was acceptable. Actually take an interest instead of just rolling out "wellbeing events" which are only available to a small amount of staff as there are usually scheduled during weekdays and at the HQ so can’t make it, if on shift.OHU being given more access to resources to support recovery/well being - just being able to talk to them is not enoughIncrease staffing levels which would improve the wellbeing in the work place. The wellbeing policy in my force is a myth, and is non-existent at best. The hard workers are given more and more work whilst those who under perform or rule break are left alone. Processes are not suitable for referrals to support networksMore personal psychological support (rather than only on-line) and more frequent/easily accessible.Have a dedicated welfare person who has some authority over line managers and who has a special understanding of many types of illness and disability and how it affects suffers. Many managers and line supervisors simply do not know how to deal with disability unless it is obvious and involves a wheelchair.There needs to be more regular checks from supervisors/management to employees, to help employees feel that their management understands their workload and has an understanding of their wellbeing. At the moment there seems to be a lack of time spent between management and employees.Potential welfare SPOC for each teamThere is little point in having a job description and health and safety risk assessments if both are treated by managers as a tick box exercise. I am regularly told to attend confrontational incidents although I am in a non-confrontational role. My managers are only interested in their next promotion, not in the welfare of staff.All we receive is emails about our wellbeing - Feel that it is just so that they can tick boxes that it is offered.Contented with wellbeing at workSome genuine support would be more beneficial, management appears supportive but they are going through the motions and saying what they are trained to say, appears false sometimes as the job is more important than wellbeing. A little more understanding of the fact that we all have a life outside of work and more support when needed. Staffing levels cause an issue every day and time off cannot be given at short notice to help you deal with any wellbeing issuesThe morale at work is very low which impacts staff wellbeing. It is also understaffed and highly pressurized, causing further tension and problems amongst staff.Nothing - my wellbeing is my responsibility - the Force has a number of things in place if I need them - but I don't want wellness pushed down my throat - for example my diet is my issue as long as I am fit for work (not been sick for years) what I eat and weigh is my business.They have a nominated officer for Wellbeing and emails are regularly sent around. Even within a small division, I don't know the nominated person so would be unlikely to contact or speak to them if I had an issueWelfare checks when lone working or scene guard etcThere is still a huge stigma attached to discussing wellbeing. Our job causes stress which everyone deals with differently. There needs to be some time and facility for stress relief in the work environment – i.e. a quiet space/meditation roomThe line manager has to make sure that work is done in order to facilitate the organisation but at the same time the wellbeing of the individual has to be considered. For the leader(s) to communicate with the staff! A simple "Hello and how are you today?" will boost wellbeing and make staff feel valued . I believe that managerial roles all need in depth leadership courses. This is where most of the issues are. If the very top senior leadership team have the same views of wellbeing, making it a priority, this message will filter down to managers on the frontline. It needs to be looked at, at the very top first, as the message is very conflicting as you move down the promotion ladder. Frontline supervisors get no support in order to fulfil the wellbeing part of the role.Not sure really - I am a line manager myself, so I look after my staffs’ wellbeing. No one really looks after me.Better instructions on how to access wellbeing support and how to speak to someone regarding it. Do more around the wellbeing championStop changing shift patterns around AGAIN. When decisions are made there is no space to discuss the working changes (the meetings about the upcoming shift upheaval were badly managed, stage managed and were only there to tick a box for the change makers). These meetings were NOT set up for front line officers to discuss our concerns or our own wellbeing. This is a typical example where our wellbeing is placed last on the list. The grief and hurt that this latest example of uncaring about staff is still being felt today with officers not knowing if flexible working applications have been accepted and the sense of unknown still leaves officers fearful and feeling stressed. This is not isolated to this one example as this is a regular occurrence when change is forced on us without taking into account our wellbeing. Have regular drop in sessions to speak about you wellbeing in confidence.Cohesive working. A lot is done to advertise what the force can do to help, but when more than one department is involved in your wellbeing they can work against each other which sometimes means the 'worker' is not actually supported.Reduce demand placed on us or give us more time/resources to deal with things properly. Actual paid time for wellbeing activities.Knowing who your Wellbeing Officer is I believe the state Policing is in at this time has a negative effect with most of us as we are so busy trying to do our job and keep our communities safe hence wellbeing is being pushed to the back of the queue in priorities which is having a very negative effect on all of us as our managers are too busy to either notice or deal with it.Have Police Staff whose sole responsibility is to look after other Police Staffs' wellbeing.Rather than paying lip service to wellbeing to show compliance to the idea, make real changes to their own working practices By doing more than giving wellbeing lip service.Have one member of staff that deals with each area of wellbeing, as each Sgt deals with things differently and its very much if your face fits.Recognise that workload impacts on wellbeing. Reduction in numbers has increased pressure on the remaining staff.More wellbeing opportunities and activities Management that speak to staff about their wellbeing. It's all well and good going on courses but if someone is obviously upset/ anxious - go and talk to that person. Don't ignore it and brush it under the carpet.Better ...or any management training around staff wellbeing and sickness issues.Employ more officers/staff!! Ensure workload is more equal across officers/staff. Ensure supervisors have the correct training to deal with wellbeing correctly, and know how to be approachable and at least try and solve issues brought to their attention and not brush them under the carpet! Regular welfare checks as mostly lone working.Recognise that wellbeing extends to daily working environmentThe force in general is good at well-being the issue is with direct managersThere is a lot of talk at higher levels about maintaining staff morale and welfare, such as the Blue Light Champions, however in my experience this often fails to be translated into help on the frontline.Having compulsory wellness meetings with a trained Occupational health worker who can assess the mental trauma of the disturbing material dealt with. Studies have shown that voluntary does not work with this type of work.Acknowledgement by Senior Leadership why wellbeing is currently such an issue such as shift/working patterns which overstretch staff. Listening and making changes.Taken seriously when I present with a health problem/condition. Senior management unaware of in-force health and wellbeing policies.I see the problem with the police force at the present time as too much work & too few people. Either, 1. Recruit more people OR 2. Reduce the volume of work. My wellbeing would then be improved immeasurably.If the ranks of Chief Inspector and above, including the police staff equivalent, had a greater understanding of the demands of the pressures placed upon front line staff. Decisions made by these managers, normally in the name of financial efficiency, often negatively impact the moral/wellbeing of front line staff. These mangers need to spend more time on the front line to observe the consequences of their decisions. Senior management being more concerned with wellbeingSupervision need to be given training in wellbeing and understanding of each individuals needs. Supervision need to be supportive allow leeway in staff needs.We are lucky that wellbeing at work is a top priority and the only barrier is the self doubt in the ability to confide in Force services - as in the stigma attached if you feel the need for help. This is something being worked on internally by our ForceEnsure all departments are aware of the limitations due to health etc to not try to make changes to shift patterns without thought of wellbeing and healthA regular welfare check as things can change regularly for me.I do consider it very hit and miss and wellbeing and the confidence to take the support offered can be greatly influenced by the managers. However, Occ Health can be a self referral in my workplace and this should be widely advertised. I think staff with poor line Managers can be discriminated against because the automatically have no confidence in the management chain. Newly promoted Line Managers should have some hands on training in staff management. Forget about budgets and figures and concentrate on the wellbeing of their staff and start to support the worker's in the job they do.Wellbeing seminarsFulfil the responsibilities of their role and recruit, retain and look after staff. I have no decision-making power over these things but pay the price for the shortfall. We have been running understaffed for years. I have to book my leave a year and three months in advance to have a chance of getting the leave that I want. Many applications for leave have been denied. How is any of this supporting my wellbeing at work? Mandatory periodic wellbeing sessions/appointments given to all staff by independent service.My supervisor has recently changed. The previous one is fantastic – couldn’t ask for better support. The new one is more interested in his career than staff wellbeing. It’s the luck of the draw how much support you get.They support my wellbeing completely at the moment.They could recognise what we face. As scenes of crime, we are just expected to 'get on with stuff'. I would argue that our senior management team couldn't really care less about our welfare, despite emails to the contrary. I think just an understanding that the 'drip feed' of 'evil' we deal with can get you down, our job is very stressful and we are not just a number for their statistics, would be a start.Nothing as the Force is very good at promoting health and wellbeing although personally I have never needed those servicesDrop-in wellbeing sessions at various stations to encourage people to discuss their issuesI can only speak personally but for me all that can be done is done regarding my wellbeing.The force is very good at putting posters up and putting on a front that it cares and has wellbeing at heart, but it is flawed. Line managers are unable to provide help because staff levels are so low there is nobody to help, getting leave and time off is rarely granted unless pre-ratified months and months earlier. Constant review after review and change is causing uncertainty.The force doesn't care about wellbeing. Ensure immediate supervision ask staff if there are any wellbeing issues on a regular basis, so that the emphasis to highlight issues is not on the individual alone. Provide some sort of reward to staff in periods where staffing problems or traumatic experiences have caused adverse reactions to staff. Include wellbeing within PDR/performance meetingsCompulsory welfare appointments and days. Implement our OWN policies on bullying, harassment, work/life balance and wellbeing, and ensure police staff line managers are monitored and supervised by their police supervision, rather than being left to do whatever they want to.Recognising that not dealing with wellbeing issues leads to sickness and that as much as it may seem a nuisance, checking on staffs welfare regularly and being more approachable would cut down on things stewing and becoming long term issues/sicknessHave regular one to one sessions to discuss wellbeing (both work and personal)I believe some workers have access to wellbeing workshops on a regular basis but nothing has been offered to workers in Station Clerk rolesWe should be counted as front line at all times, which we are not. Our annual leave is calculated as if we work 7.4 hour days, when our days are 8.5 or 9 hours long. It feels unfair and most people would be happier and more productive at work if we felt like our time away from work was also considered for our wellbeing. Retaining confidentiality when confiding with a problem. Taking a positive interest in your wellbeing instead of perceiving it as a nuisance.The force / department as a whole should better recognise the impact low staffing levels has on the welfare and wellbeing of their staff before it becomes a problem. I know that we face budget cuts but this seems to have equated to tearing up the work/life balance policy. In my department staff have to co-ordinate their own meal breaks and supervisors seem to not care if you even get your break allowance, let alone try and get some time off.The force appears to have a good wellbeing strategy in placeEmploy more frontline staff for improved morale, this would lead to an increase in wellbeing. Your closest colleague being 15 minutes away on blue lights in stressful and unsafe!They made the welfare department redundant! Bring them back!Regular 1:1s not just about work but about personal wellbeing. Mental health needs to be talked about and no one should feel ashamed or ignored. Supervisor to take an interest in staff and more wellbeing of staff.Actually listen to what staff have to say and give them opportunity to enhance there own wellbeing Listen to staff and provide suitable resource to identify and reduce stress and promote wellbeing.Supervision do not have time to deal with wellbeing issues. There is no dedicated resource except for occupational health, who are not in a position to make changes required. There is only one person who will look after me, and that is me! That may mean looking for alternative employment.Everyone offered wellbeing courses, not restricted numbersNothing at present - managers and colleagues are generally very supportive of wellbeing and individual accommodations (eg needing to take 5 mins after a difficult call, etc)The environment in which I work has seen considerable change over the past 10 years and the impact of that continual change has been underestimated. As a leader of large group of staff, my wellbeing at work comes at the expense of the staff I lead, due to the number of staff assigned to manage and the complexity of the roles under taken. If my wellbeing was a concern then consideration would be given to the workload allocated to one individual along with the number of staff to manage. Make it more obvious who the wellbeing champions are so you can go to them if you have a problemRegular meetings to discuss welfare issues if anySince experiencing some wellbeing issues previously work have been supportive and flexible in my management.Welfare officer across all shifts as supervisors are too busy to notice what is going on with people within their shiftA genuine commitment surrounding wellbeing to be demonstrated by the Force, as I'm not totally convinced as to how seriously various initiatives are actually implemented.I feel that my force would benefit from having wellbeing counsellors in house rather than sourcing them out to external agencies.Poor shift pattern & consistent lack of staff impact our wellbeingThe force seems to have a good wellbeing strategy in place.There can be times where the wellbeing of staff gets put second best to the stats we have to achieve and our level of demand. This can have an extremely negative effect on how staff feel they are supported in the workplace. Therefore I feel the wellbeing of staff needs to be a central focus despite the level of demand we are facing. If anything staff need more support during these times.Have regular meetings to discuss wellbeing. have someone who is natural to speak to so you feel like you can say anything and it would be respected.Reduction in single crewing officers. Knowing you have a colleague by your side really helps with personal wellbeing. It's moral dropping working entire shifts/working from a station as the only staff member on duty. If and when someone feels their wellbeing is causing themselves concern there is no-one to speak with about this, which can cause wellbeing / mental heath to go un-noticed and worsen.Recognition that there are problems with mental wellbeing and for it not to be stigmatised Health and wellbeing championsRegular meetings to ensure welfare and the working relationship in the team.My force have been fantastically supportive to me and my wellbeing at work. Have posters on notice boards in all police stations showing who the force area Wellbeing officers are with contact details.This constant change with no clear leadership in place as the change is forced on us has had a massive impact to our wellbeing. Therefore, as we can’t do our jobs effectively, and we don't have the right tools to do our job, staff are fearful that a disaster will happen on our watch. This causes undue stress for all front line officers. Address the actual issues in work that affect my wellbeingAllowing employees time off to attend wellness functions and courses. We are expected to travel to other Custody Units which could mean an extra 2 hours travelling which is dangerous and not good for 'wellbeing' after a 9 hour Night Shift.At present I have an excellent Supervisor but in the past any negative wellbeing issues have been caused by poor supervision. My wellbeing is due to being under paid and stressed about how to pay bills, this is affecting me at work.Welfare in general - after a serious incident Officers are offered welfare but Control Room staff aren't routinely. Just one exampleHave people like well being champions whom we could approach if we did not want to speak to our line manager.I feel that if you have a fairly good sickness record, your welfare is over looked a little by supervisors / line managers. Workloads / More StaffTake positive action to deal with their mismanagement of staff and the excessive workload that the staff have to deal with. The management attitude is, as long as calls get answered and jobs dispatched to on time, the stress that this puts staff under is immaterial. Reduce workloads. Stop this incessant drive of more for less culture. Manage change more effectively and really think about people rather than meaningless/insincere value statements.Workload is excessive and is getting worse. More staff is what would help well being but is not going to happenEnsure there are enough staff to do the job and fill vacancies. Admit what we can no longer afford to do publically, instead of relying on the frontline officers to deliver the message. Share the workload better and backfill sickness. Staff go off with stress and those remaining then take on additional work, they then get stressed and ill so it becomes a circular problem that never stops.Better manage workloads. Make efforts to employ sufficient staff. Argue against Government cuts policy of doing the same amount of work or even more with less staff. This current climate only leads to people leaving the force, going off sick and generally being quite de-motivated and negative.Stop adding extra to our work load that police officers or staff can do!! Custody staff struggle to take breaks and yet more duties are added to our workload.Reduce workload.Acknowledge (and do something about) my unmanageable workload.Simple - stop consolidating roles and increasing workloads, and employ more staff to spread the balance of work.A better understanding of the amount of work required when acting as OIC for investigations and being responsible for prosecutions. Higher levels of staffing to reduce the pressure of urgent work and allow workload pressure3s to be addressed.Look at getting more frontline officers / staff which would reduce the workload and support current staffHaving enough staff for the workload and having 24/7 supervisoryLook at our workload and our shift pattern as we have not got any social or family life.Take some of the workload off my line manager so that she can spend for quality time with her team - she has many other responsibilities to manage including our teamManage workloadThe workload is far too high for one person so the obvious answer is to reduce workload and / or increase staffRecognise the complexities and workloads of roles and provide specific support to address those.Fairer allocation of workload and proper management of those claiming restricted duties Supply sufficient resources to enable the workload to be completed correctly. Reduce the workload or stop cutting staff numbers, or if we have to reduce staff then give us the IT tools we require to improve efficiency. I know this is a simplistic view when the budget is determined by the government but the reality is we cannot do more with less staff especially when the IT infrastructure is poor.Need more funding for more people for a better work balance. Currently workload is too high for the limited people we have. Keeping an eye on the workload, helping more to share the loadRegular reviews of workload Reduction in hours and pressure over workload which is unreasonably high. Better support and understanding from line managers. Stress levels are high due to a recent decrease in numbers of staff and increased workloads. Access to ad-hoc counselling within the office, ability to debrief following difficult work situations, realistic workloads, support around workloads, management to hear and act when someone is strugglingMore assistance with workload - not enough staff on the front desk due to cutbacksBy providing sufficient numbers of staff to cope with an overwhelming demandEmploy more staff to share the workloadMore supervisors would mean they'd have more time for 1-to-1s and could be less stressed and more in touch with their staff. Employ more staff so that I am not working on my own for a lot of the time and feel under so much pressure.Better understanding of the reality of pressures of workloadTo understand workloads hours worked often longer than shift due to the nature of the job, relentless. Staff going on long-term sick, no replacements therefore putting even more stress on teamWorkload and demand levels considered prior to increasing workload. In my area of work, the demand is ever increasing but the staffing levels do not reflect the increase in demand.Stop getting rid of or reducing staff then still expecting work to be done to same standard. Have Well-being trained staff visit offices so they see the workload/situation, do not keep giving 5 minutes training to normal staff re well being, counselling, etc, then expect them to fit this in with their normal job, plus support other staff and expect this to have an impactManage workload and staff stressBe more aware of workload, IT issues and the way we are used to pick up the shortfall of our colleaguesStop massively increasing the workload and the areas I am responsible for whilst dramatically shrinking the size of the team. To not put us under so much pressure. I sometimes think management agree with what is being said but takes no notice as the work is relentless and they too are under pressure to meet deadlines/detectionsMore staff smaller workloadManagement to realize that there is only a certain amount of stress due to excessive workload that workers can take before it impinges on their health. Review of workload and abstraction allocation, training for managers regarding noticing the signs of stress in their staff.Recognise that workload impacts on wellbeing. Reduction in numbers has increased pressure on the remaining staff.More recognition that they are increasing workloads beyond what staff can healthily cope with and that there is a resolution being investigated. Stop making changes every 5 minutes, have a plan and stick to it, give the plan time to work, stop piling more of a workload onto staff, more training if changes have to be implemented.Better understanding of the pressures faced and bringing about the necessary changes to reverse the current position whereby there appears to be a 'sponge' approach with an expectation that staff will continue to be able to soak up the ever increasing workload. This is leading to increased disillusionment among many long serving employees who have previously enjoyed working for the police service.More staff. Cut backs have seen a growing workload fall on a shrinking team that is over stretched and being relied on to fill the gaps in other services, due to poor staffing levels all round. Pay is also becoming a concern due to poor increases in the past. Sifting out workload before it reaches the investigation teamsHire more staff to cover workload. Under resourcing is leading to high levels of stress and an unsafe working environment. Recognise that the workload and pressures being placed upon us is unmanageable.Better understanding of external pressures that impact on our role, i.e. public expectation and local agreements made by SLT in partnership with elected members that add to workloadSenior management need to consider what impact enforcing extra work has on their staff. Increased workloads without considering the impact on staff. More workload reviews to ensure some staff are not having to struggle with too much when other staff could assist.Look at workloads and the number of staff available to assistWith current funding levels I don't think there is much they can do - workload is the main issue which causes well being issues and until this is addressed with proper funding and adequate staffing we are drowning in the workload and firefighting at best. There quite simply are not enough people to do the job, certainly not to the standards that the Force professes to deliver. Reduce workload which reduces stressEmploy more staff so the workload is not as intense Implementation of working practices which assist in our role and acknowledging that the workload has become unmanageable at peak times. More staff - line managers and higher are routinely excellent and seem to really care, however there is nothing they can do to reduce the outrageous workloadThe Force needs to stop under resourcing crime investigations and stop pressurising staff into accepting huge workloads.More Staff instead of increasing workloadWorking in the control room, I am practically tied to my terminal all day, sometimes waiting for over an hour to go to the loo or just to take a break from the screen. Not enough staff to in the radio room to even assist if you need a break from looking at the screen.Supervisors to be mindful of workload undertaken by their staffMore trained staff to share workloads, Stop creating silly rules which stamp on morale, and have no operational requirement whatsoever. Deal with the direct issues affecting workloads in the control room, rather than repeating that management 'understand'. If you understand - do something to help. Look at workloadsMore personnel to share the high workload To ensure there are enough staff to cope with the workload Have enough staff to manage workload, give staff clear expectations of what results they expect and provide proper trainingMORE STAFF FOR WORKLOAD.Stop adding more and more to our workload with no extra staffing. Longer breaks away from our work area.Enough staff to do the job we are trained to doEnsuring sufficient staffing, ensuring staff take regular breaks, regular one on one meetings with staff in generalEnsure work is being spread out equally amongst teams rather than all work be put onto one personNot much. Like most of us it has to do with the load. The only thing that could be done would be more officers and that is outside the Force's control.Increase in staff, resources and pay.Shorter Hours & More StaffOne additional member of staff to our team (salary implication would have a minimal effect on the Force)Stop organising tasks for several officers and then one officer has to do a job that 4 officers should be doing!!Stop giving custody staff more and more duties that police officers or police staff could do!! Custody staff are under great strain and have huge responsibilities!! Custody staff regularly GO WITHOUT BREAKS!!More staff and a computer system that works. Increase the number of staff so that we are not constantly under stress to answer calls immediately after we have finished the last. It is a constant 10 hour deluge of pressure, dealing with the public who are mostly stressed themselves when they ring us. We leave work after every shift mentally drained and dreading coming back in for the next shift.Reduce workload.Stop running with critically low levels of staff.By ensuring there is sufficient staff to support overworked personel, which is not always achievable, due to the drastic reduction in staff levels.Get more staffMore staff and recognise our role as high risk Address staff shortages caused through sickness.More understanding of what short staffing actually means for those leftMore staff to reduce risks of lone workingEmploy more staff. Spread the load.More staff to deal with the work loadsI think everyone is so busy it's very difficult for any line managers or supervisors to find the time for staff, even if they are trying, it's not always possible. We need more staff to take the pressure off people so they can find the time to interact properly with their staffMore staff! Better organisation and planning with ISO accreditation work.Have adequate staffing to serve the publicMore staffLack of adequate number of staff and currently working under minimum safe staffing level too often in a very high risk environment where close to 100% of clients have health/high risk issues. Lack of adequate relevant and appropriate training for tasks considered of high value to cases and pertinent to care of both service users and staff. More staff during busy periodsThe main issues stem from an unmanageable level of demand for the resources available.To stop heaping more and more work on the Detention Officers Recruit more staffMore staffing to allow better flexibility with leave and management. Seek to reverse the cuts we have suffered which have resulted in fire brigade policing with insufficient officers to provide a proper police service.Stop cutting front line staff! Government must fund the police better.More staff, we are understaffed and often working non-stop.Due to staff numbers everyone is working over and above what should be expected. Therefore unless there is funding for more staff I'm not sure anything can be done.Have more one to one's with supervision and more officers on the streets to reduce demand Take on more staff to ease the shortages which lead to physical & mental health problems for existing staffStaffing levels are ridiculously low on neighbourhoods. We are overwhelmed by demand. PCSOs were put on the ground to support the public we serve. By providing intel, building links, and attending the jobs that were not a crime & demanded hours of time . DRUGS ARE OVERWHELMING SMALL TOWNS AND WE ARE DOING NOTHING TO CHANGE THAT. Most of our crime is linked to drugs. I feel we are drowning in drugs activity. I no longer have the support to protect me from people that are carrying drugs and knives. I joined up to make a difference I always think I have, but at the moment I am failing and it is not my fault, I am devastated. Understanding that lack of staffing is the issue and nothing else, so there is no point in putting more pressure on staff otherwise there will be more sickness, resulting in more strain for the staff left standingEnsuring better systems; having more resources to increase staff and officer numbers.Realise that staff shortage is detrimental to not only the staff but the force in general Stop taking away office staff - the work still has to be completed and front line officers are then having to complete office jobs which takes us away from front line Policing.Provide more staff and resources to allow work pressure to be easedCould employ more staff so I am not being dragged from pillar to post and asked to work all over the county, sometimes invoking 15hr days and lengthening travelling. Provide more staff so not under pressure all the time Get more frontline staffNot put on a last minute leave embargo for over the summer due to staffing issues. This is not something we have caused and shouldn't be penalised for it.More staff both in the control room and more officers on the ground which would make work a lot less stressful by sharing the demand.More staff and being able to get leaveTo stop lone patrolling during unsocial hours, and expecting lone officer to attend reports of ASB large group of youths, when police officers are automatically doubled up or back up provided Increase staff numbers, more work than ever coming in but staff not being replaced or recruited to reflect the increase in work, due to force being financially required to save millions of pounds over next few years. Staff left feeling more under pressure than ever and customers/general public being disgruntled due to time taken to respond to requests for information therefore putting more pressure on. Employ more staff, stop pressure imposed on those who are at work because of number of colleagues away due to stressEmploy adequate staff so that we are not short staffed and always stressed with having to cope Increase staff numbers, promote health by introducing exercise incentives. More is always required from staff and the work load is increased frequently which can be very difficult to manage especially when you work a 24hour work pattern and you’re often catching up with work during the early hours of the morning. A better understanding of the amount of work required when acting as OIC for investigations and being responsible for prosecutions. Higher levels of staffing to reduce the pressure of urgent work and allow workload pressures to be addressed.Employ more staff so the workload is not as intense More frontline staff resulting in fewer short notice duty changesNot to continually allow custody to run at or below minimum staffing levels for the majority of shifts, particularly on night shift. This impacts on annual leave requests that are constantly refused.Difficult one, everyone is overworked and under staffed, the pressure is still mounting and people are feeling the strain, management includedEmploy more staff to lower the work load, I am currently a PCSO also carrying out enquires and safeguarding for Major Crime.Listen / ListeningSometimes line managers do not have time to listenTake an interest in wellbeing and make time to listen to peopleListen to Employees more and look at more of a balance between work and home life. I appreciate that demand has increased over the last few years but the new shift pattern is 80% Work 20% HomeListen to people’s concernsListening to frontline officersListenLISTENListen to what officers’ problems are, rather than passing the book on all the time. LISTEN AND CORRECT ISSUSES AS SOON AS POSSIBLE TO RESOLVE THE PROBLEM. By listening to the real issues that staff are bringing to the table.Listen to staff when they say that we are understaffed and need more assistance. Listen to staff when they say that they are overworked, not just say "you can only do one job at a time"Listen and act rather than giving lip service and nothing changes.By listening to individualsListen ROOM LAYOUT IN CONTROL ROOM POOR. PROVIDE MORE FRONTLINE OFFICERS. SENIOR MANAGEMENT TO LISTEN TO STAFF SUGGESTIONS. Listen and take note.Listen and understand the factors which can cause the problems, instead of saying well that's how we all did it in the pastListen & understand more about staff morale, lack of staff & more work pressuresListen before reactingListen to front line resources are over stretched asking us to do more for less - recruit, reward, and listen More consideration, listen and stop trying to change the way you work.Just to listen and care which does not happen on a regular basis. Listen to staff needs in regards to faulty/out of date equipment in the control room. Being honest with and listening to the staff who actually work in the roles, rather than those chosen by management. To be fair, my force/department have vastly improved in the last 12 months after a positive change in senior management.Managers to listen to our concerns and not use Finance as an excuse re lack of concernListen to concerns raised around job wellbeing, instead of sometimes being dismissive.Listen and take actionRealising that people are not robots and have feelings, emotions. Being open to listen and allowing the time for anyone to be able to open up about issues. Listen to those actually doing the job!!! Stop making decisions from behind a desk that affect everyone but them.Show some appreciation of their staff - listen to them and act accordingly if necessaryI would like to feel listened to by higher up management. I feel that whispers amongst staff about the future of our roles within the force and high management who know the answers to this discussion are keeping quiet and fuelling rumours Listen to staff concernsActually listening to frontline officers about real issues that we tackle everyday.Listen Listen to staff and treat them as humans rather than numbersBe honest and transparent about regionalization of services. Appreciate how years of uncertainty grind you down. Listen to and not mock concerns or suggestionsListening to staff feedback and actioning resolutions to problems more efficiently.LISTEN!!!!!If someone could actually listen instead of brushing issues away.... actually listen when staffing levels are dropping as staff are leaving due to the fact the roles are too stressful and underpaid, rather than say i hear you but do nothing as there is no money....find money...!!!!!Actually listen to staff rather than be dismissive and disinterested. They are more interested in their own power struggle and tasks rather than the team or the individual.To listen and understand that eventually the system will break, heavy workloads but they still expect the same outcome.Listen to what is being said Listening to our views/opinions before making decisionsBy listening to our concerns. I have raised a number of issues, especially in relation to serious breaches of procedure. The response was extremely poor and they allowed another large number of breaches to occur.Listen and react not just pay lip service and ignore the issuesListen and make sure they make their staff aware of who to contact when they are not around, e.g. A/LListen to what’s good for meListen to the staff that work the shifts. Create a better working environment To listen to people more, explain more of the processes that are changing (sometimes daily) instead of just expecting people to 'just get on with it'Having time to listen and deal with smaller incidents that let them become bigger incidents. Trying to see both sides rather than taking a side depending on rank. Listen to Staff and value them as an individual. If they have medical issues put them in touch with the correct teams or occupational health so that working conditions can be made easierListen instead of lip service & tick box exercisesL I S T E N to what we say. When a large number of people are telling you the same thing independently, they're not making it up.Stop interfering in avenues of work that they know nothing about. Listen to manager's advice rather than just be trying to raise funds.Being able to listen Understand and respect that the roles of police staff are often professional occupations in their own right and in any other organisation would be valued more and often paid twice as much. Actually being treated with respect, listened to and valued as professionals and not just gophers/filler that can be ignored or dispensed with on a whim just because we don't wear a uniform.Listen to staff members and treat all staff members the sameListen to staff moreListen to issues and address themBetter pay and conditions. More support from Line Manager. Senior Management who listen and take a more active role in changing things that are wrong. A more positive outlook for the future instead of all doom and gloom.Listen, not just hear.Review shift patterns, allow leave, listen to staff issues instead of ignoring themListen to what people have to say and take on board commentsFor Senior management to actually listen!!Managers to actively listen to issues and try to help individual however they can.To be listened to. Nobody has any interest any concern is superficial Listen. Ask. Take action.INVEST AND LISTENListen moreListen to the feedback from staff regarding specialised roles and that centralisation does not fit all roles. Lack of local knowledge through centralisation has a detrimental effect on the local communities that we are here to serve. Listen to the staff.They could listen more, to people on the ground, and stop making decisions between officers, To be listened to regarding well beingSomeone or a supportive group that has time to listen to meListen and not judge. Lots of sound bites but very little substanceListening to the issues and acting upon themAny problem arising is met with "this is the policy" before any help or understanding of the condition (especially if it’s not a fashionable but real mental condition as opposed to a medical condition) flexibility, understanding and talking with listening To be listened to. - and where possible action taken.Listen to our concernsRun the whole organisation an awful lot better and listen to us ordinary minions who usually know what we are talking aboutProblems better listened to and feedback given by staff looked at for reasonable adjustments/ improvements in work placeLISTEN TO PEOPLE. Listen to our viewsListen to work force and address issues raised or that are not working.They don't listen. Too many different standards for different people and not being treated equalListen to the staff more. We have meetings expressing our concerns and welfare issues, yet no action is taken. These meetings are just a tick in the box for management to say that they have taken the time to listen to us.Ask our opinions before changing things to do with our roles. Listen to us. Respect us.Better working environment and listen to the people using the facilities, not estates or others in HQ. Have an input from ground level up not just management Listen to concerns when they are raised and give timely accurate responses. I feel this has started to happen but will have to wait and see if that is followed up.Listening to officers on the frontline. Listening to the people on the ground, taking action, not taking other people’s sides just because they 'get on with them'Communication and listen to workers at ground level I think people need to listen more and not stereotype the ones that struggle, mental health is an illness not a choice.To take time to listen to any problems I may have.Senior supervisors need to listen to the people on the ground more and hold face to face meetings instead of it all being done via e-mails. Personal touch.Actually listening to the problems/issues that you are facing and offer usable advice. Not to gossip about those people to other team membersGreater understanding and listening to the issues involved. Caring?Listening to staff and have a thorough hands on understanding on what they do in their role. Realise the pressure we are under and listen to the staff. Listen to staffs issues as often they are all the same and nothing is doneListen to concerns and not just threaten "action plans”Support / Improved SupervisionUnderstanding the mental fatigue that can occur when constantly being verbally abused Overall, my employer is very supportive.Regular reviews instead of tick box courses & NCALT coursesMuch more understanding and supportive interaction from middle-managers.More consistency with application of support. There is very much a postcode lottery of support with quite a large number of managers not being supportive at all. However those staff who work in front line roles are fortunate to have very supportive managers who offer flexible working and changes to shift as needed for home emergencies etc. I have 2 immediate line managers and I have a lot of respect for both of them.More hands on supervision to check on my wellbeing. Nobody appears to care or checks if I am okay. I work on my own in a big rural area with sometimes no other staff or officers for miles, and conduct tasks continuously without supervision which is fine, but a courtesy call to see if I am okay or need help would be good.Feeling supported from supervisor to senior managementAt this time I have no line manager or supervisor. Look after the staff better More contact with supervisor (Being pulled away for various reasons) and visits by senior management to see our working conditionsHardly see line manager and they change often. Keep line managers in post for a decent length of time so they get to know us and our job.More support for first line managers.To not wait until they are approached, try speaking to staff regularly and personally.More confidentiality by supervisors when dealing with sensitive personal issues to ensure that other persons in department do not hear about issuesSome Supervisors are not approachable, this could be looked intoMore 1-1's with SergeantsMore 'visible' supervision, i.e. supervisors could themselves work together to provide supervision for each others' staff, during rest days and holiday and or other absences.Management and supervisors could actually manage. I have been visited once by my line manager in years. Better leadership, line managers too busy to take notice or assist with issues. If supervisors actually worked with the people they superviseSupport the people who turn up to work and keep going whilst others are off, also have face to face supervisionMore regular 1 to 1's with my line managerLack of supervisors. When there is one they are often changed from post/station regularly so there's a lack of continuity.Bring back PCSO SupervisorsA Supervisor that we see on regular basis.Regular contact with staff from supervisors.To have some supervision, currently both Sergeant and Inspector do not work our shift pattern.We are told we have an open door policy, not sure if this works, we have no regular one to ones anymore which may help some staff More contact from your line manager. Positivity from senior officers, but realistic with possible outcomes. Quarterly 1-2-1s and PDR meetings where staff actually speak face to face with line manager.Ensuring that PCSOs have enough support. i.e. at least one beat manager on shift. There are occasions when PCSOs are the only officers on shift with no Neighbourhood police officers on duty to support them.Supervisor to recognise when I'm under pressure and try to alleviate some of it and not heap more on to me. Improved supervision - face to face contact rather than remote managementMore 1 to 1 discussion with first and second line manager. Better supervision, managers staying in post long enough to get to know staff. Better supervision to reduce stress levels and share work more evenly amongst teams and departmentsRegular staff meetings with manager/senior manager (hardly see them week to week). Reflective supervision time to discuss cases. Regular team meetingsMore time for Supervisors and staff to have 1-2-1 meetingsFor supervisors to be supportive or at least have someone that you can talk toStop changing the line managers all the time nobody seems to be in post for more than six months...!Our line manager has wide policing area to manage therefore we see little as the organisation has cut back with Sergeants. We do have regular contact through emails / calls. Increased presence of supervisors, and their manager’s additional help, guidance with dealing with work stress issues, and clear concise information when going through processes, i.e. consultation reviews. Support for staff who wish to apply for other roles within the force.More support and contact by the Police Sergeants acting as the line managers to PCSOs. They very rarely talk to their staff, or see them face to face, leaving us isolated.Senior management (or even Sergeants) can often be aware that a Line Manager below them may not be of an 'approachable' disposition. It should not be expected that the 'managed' will automatically bypass the first line manager and 'whistle blow.' There are a lot of managed individuals, and in some cases entire teams, who do not feel that they can approach their Line Manager, yet the person above said Line Manager ignores the poor leadership skills demonstrated. Particularly difficult for PCSOs. It is deemed 'grassing' to go beyond the Line Manager, & causes an unpleasant working environment. This definitely has a negative impact on performance.Make my line manager more easily accessible, he/she works at a different location that I do many miles awayRegular ONE to ONE's as indicated in a recent SPOLIGHT notification. Clearer documentation. More regular training for Supervisor on recognising MH issues, including Depression, Anxiety and work related stress. My supervisor has never had a conversation with me.More frontline supervision out at jobs or 'in the field'More one to one chats and just asking if we are ok!We are supposed to have one to ones every 3 months. I've not had one for over 3 years. If held regularly they could identify issues and allow early intervention.To have a direct line manager would be a startSupervisors need to work with staff rather than have a heavy handed attitude making threats of performance plans and sort it out yourselves or supervisors will make changes which would affect others on the shift. Supervision being contactable, asking how things are with you. Currently don't have a first line Manager, so rely on duty sgts; who are extremely busy. Do not feel second line manager approachable.There is no conversation with staff from supervision, so if anyone did have a problem they were struggling with the approach would have to be made by them. More support when dealing with a traumatising incident instead of just carrying on to take the next callTeam meetings/one to one meetings so we can voice any concerns; share positive outcomes etc.Having a constant supervisor - far too many changes in the past years. No continuity. More communication so we know what’s happening going forward.One 2 one would be nice, where any concerns could be discussed and put on record. A line manager who checks in on the remote stations like where I am based rather than just expecting you to get on with it. I believe regular team briefings with senior officers should be made more frequent, instead of being once or twice every few months. Be it the sector commander or even the divisional commander. A visit and a face to face chat would mean more to an officer / team than an email or phone-call. Having more contact time with supervisors - can go weeks without seeing any.Senior managers speaking to staff within the department, instead of sending out numerous emails / surveys, they would then have an idea what the current issues were within the department and possibly be more aware and understanding of the problems.Never contacted when off sick. Not provided sufficient support when returning to work. There are quite often conflicts in management where we the staff feel like children in a messy divorce - one says one thing and the other another. Better communication between management. Focus on what is best for the department and staff.My line manager is great, but I think some need to show more compassion and show some flexibility instead of adhering rigidly to policyWe have no team meetings due to 12 hour shifts with no overlap. Staff have no way of voicing concerns which then leads to them complaining in rest areas which in turn leads to e-mails telling us not to be negative. These e-mails frustrate people and the cycle continues. Clear supervision and correct staffing levelsMore opportunity to speak to managers. Sometimes they are just too busy I think there needs to be more daily support. There is wider support if you have a serious issue, but potentially more daily support. There should be more emphasis on one to one meetings with staff so any issues can be dealt with I'm unsure of my line manager, as my role has been changed a number of times over the past six months, as has my line manager. I do not have contact with any line manager, at this time. I do not in any way feel valued or supported.Ensure full and sufficient training is providedBetter training and selection of supervisorsGive Line Managers some leadership training so that they understand how to manage individuals and teams effectively, creating good morale and a team spirit.De-briefs after long running/stressful incidents or calls would be usefulSupervisors actually take time in getting to know staff they are managing Stop changing my supervisor and moving staff around like pawns.Having a Mentor or somebody similar to talk to who's not always too busy as there are so many others over worked and worse of Shifts / Shift Patterns / Work HoursI personally feel like major decisions around shifts and teams are not been answered when asked. I feel very anxious and worried about if my job role is going to be here in 6 months time, and when asked for some answers regarding it, they answer from senior management team are very vague, you don't get a definite answer. Better shift patternReview of shift patternMore time thinking about work life balance, the term is often used but rarely considered seriously Be more open to flexible working for supervisors, those in charge of a team.Change shift patterns to accommodate a life work balance.Better home/life balance. Working from home initiativesBe more flexible with working hours, eg sometimes my health condition exhausts me so I request Annual Leave but often this is refusedShift change from 6 days on. Change shift patterns. I have 2 single rest days every 4 weeks. It has been subject to review a couple times, but management never get around to changing it. Shift pattern, better work life balanceChange of shift pattern please. We need more than 3 R/Ds in-between shifts. I don't feel like I've been 'away', or had sufficient break. I would not have any issue in being here 10 or 12 hrs if it meant that I have 4 days off in between shifts. Have a shift pattern so you work with your team and supervisor as a regular occurrence. This way, everyone knows each other's strengths, weaknesses, way of work, how they deal with things and are also able to support the rest of the team and seek support from those who are in your team and your line supervisor. At this time, this is a rare occurrence that I see my supervisor or my team members.Fixed shift pattern. Four on four off, or six on four off. I never get 2 days off together.Put in place shift patterns that actually work and that are not so varied and are not working up to 6 days at a time 50+ hours in a week. We work 7 days and usually by day 5/6 day I am physically drained which causes mental tiredness Look at our shift pattern and get enough staff in to cover the duties instead of running the Comms on overtimeReduce the number of long unsocial hours.Stop changing shift patterns again and again. This constant change with no clear leadership in place as the change is forced on us has had a massive impact to our wellbeing. Therefore as we can’t do our jobs effectively, we don't have the right tools to do our job staff are fearful that a disaster will happen on our watch causes undue stress for all front line officers. Look at shifts. No time to recoverRecognising that the shift pattern does not work and implement changes.Think more about staff when changing shifts / cancelling days off. Pay proper overtime rates to encourage people to do overtime rather than take the cheaper option and cancel rest days.Stop the constant change. Review shift patterns to improve themConsideration of part-time working as opposed to half-time (job share) workingConsider shift specific staffing levels, and the impact this has on individuals within a teamStop changing our role and shift patternUnderstanding of the impact that overtime, extended hours of duty on top of already long shifts have on the physical/mental health of staff. Not just keep sending emails out saying "you must do this etc or else" when staff are already doing more than their best.The shift pattern and working hours need to be reviewed. Most of our customers attend to be dealt with late in the day and we are regularly not leaving work on time. This is not acceptable especially because we are required to work 7 days with 2 days off followed by a further 7 days at work. Over a 16 day period we only have two days off, and this happens every 4 weeks. This is both exhausting and does not give us enough time away from work to relax as most of our time is being used to attend appointment etc. Flexible working hoursBetter rest periods and a change of shift patternsScreen breaks - too much pressure not to leave your desk - shifts are long and stressful Feeling ValuedPositive feedback instead of only negative feedbackPass on praise more often rather than telling us we are not reaching targets etcAcknowledgement of efforts being made. Being treated with respect and to be valued.Stop asking for more and start appreciating what we do Some contact from my line manager would be an improvement. Recognise hard work and length of service beyond 20 years.Give us the respect we deserve, make exceptions for ageing staff, give incentives to stay in role.For my line manager to recognise what I do well to increase my confidence instead of speaking with me when I've done something wrongMake us feel valuedFirstly, fully recognize the work done by FRONT line police staff.The Force is only functioning because of the good will of the staff. The Force is at breaking point, and so are the unappreciated, undervalued staff. To improve the support - stop the box ticking, stop HR running the Force!Invest more time in retaining experienced staff. There is a sense of not being properly valued by senior managementShow that they value me and care about me. It feels like they do not sometimes.To make staff feel worthwhile instead of being undervalued More positive atmosphere and higher praiseGreater understanding of the demands placed on staff.Treat all police staff on an equal basis and not as a vehicle to save money. Respect the skills and many years commitment by recognising the valued contribution made by all staff. Staff are undermined and devalued when police officers retire and are re-employed as police staff when police staff could given the same opportunity and training do the same job and in many cases a lot better.Value the staff that they employ and all the qualifications and experience that they bring with them; this needs to be reflected in staff pay grades. Recognise that staff are people and not just numbers Recognise that we cannot work at 100% all the time and recognise when things have been done well, rather than just when things have gone wrong.Treat me as a person. Praise effort when it's given. Don't just criticise the very rare occasion you can't stay late etc. Value what I do - reward me better - give me better tools that work all of the time not just some of the time - acknowledge that what I am doing is important and, in times of staff shortages, occasionally say thank you for plugging the gap.Be treated as a person and not a piece of equipment. Have managers who retain their humanity after walking through the front door of work. It appears to be the first emotion disposed off.More acknowledgement of the work we do and stress involved. More appreciation for jobs done well rather than just being spoken to about learning pointsConcentrate more on moral of the team. Constantly 'tracking and dip sampling' us despite them saying we won't be tracked or monitored on such things as how many social media posts we do. Never any positive feed-back, or praise. Staff feel over worked (call waiting times, lack of staff) constantly asking more from us and never getting anything back - show appreciation and that they understand Hear the boss state get the jobs dealt with and no concern re lack of staff. No acknowledgement of hard we work and the amount of overtime that goes with it. Value Police Staff and respect their views and knowledge, there is always a lack of respect shown to Police Staff, and no impetus shown to assist Police staff in their developmentTraining Better trained line managersDevelopment pathSupervisors receiving trainingBetter training for line managers on managing mental health issuesManagers being more aware of mental health issues and be able to be aware of the symptoms and how someone can feel that if out of their control.Invest time and money in training and supporting line manager to actually be line managers. There is no training for people who are promoted and this results in every supervisor doing their own thing, making it up as they go along.Better training for Supervisors - who currently receive none- in people management; not just incident management!Better trained management, and maybe the appearance they cared. Provide more staff and better training in all aspects of police work for all in order for all staff to provide an effective and efficient service assisting their colleagues to relieve pressure and stress that can be caused by people not doing their job properly expecting others to pick up the pieces. More support and assistance with career development to current employees and assistance when applying for roles. More support from immediate supervisors.Provide practical support, more training for dealing with stressful situations, and more knowledge of where to go when a stressful situation arisesIncrease the amount of training, supervise and deliver it properly increase the amount of staff Ensure adequate training. Train the supervisors Provide structured, legitimate career development. Training of management and assessment on their effectivenessManager training to help them to be more empathetic/sympathetic/compassionate and ultimately more approachable. More acceptance of individual differences as a whole, not everyone learns or does things the same and it needs to be understood that people need to find their own way of doing things. As long as the result is the same, it shouldn't matter.More consideration could be given to breaks at work, also the scheduling of training days eats into valuable rest days where we should be spending time with family, resting and enjoying life before returning to work next set. To my mind, training should be done in work time, we shouldn't be asked to take less days off and then work 7 consecutive days in order to tag a training day in.Develop staff and make them feel valuedWe are forced to work rest days all of the time because we are so few in number in this area. We struggle to get the correct payments for working rest days. StressTo educate supervisors/senior management team in relation to mental health/stress issues, and to understand that staff/officers may have family concerns/issues going on within their personal lives and will sometimes require flexibility to the health/sickness policy etc to assist officers who need help as opposed to penalise them, causing more stress.Reduce the stress from within, I deal with front line issues with little after effect but worry about my e-mails when back after rest days in case there’s something stressful about internal matters. Getting time off can be more stressful that dealing with everyday operational incidents.The main issue always appears to be staffing, and in turn not being able to get annual leave means that a lot of people get burnt out and can’t relax from the job. I do think they are trying to make this better though, as this has become a real issue. Work did also send out a "stress meeting e-mail" as they established that a lot of people were having time off work with stress, but having a meeting was optional, I believe this should have been compulsory for all staff to take away the stigma of saying yes to the meeting. I know a lot of people didn't say yes for this reason, but if it was just a blanket conversation with each staff member I feel this would have been the best response to an issue that had already been identified.Less stress via lower workload!Supporting their staff in their general day to day roles to help reduce stress levels.Regular debriefs in relation to stress/anxiety etc. Also follow College of Policing recommendations that people working in departments such as Domestic Abuse/Child Abuse/CID be offered CBT regularly (I believe the recommendation is every three months)Change in sickness management as the Bradford factor system makes things far more stressful and does not give officers and staff the feeling of freedom to care for themselves by having time off.Less stress being placed upon myself. New systems being updated all the time, with no or very little support. I'm a supervisor working in a stressful environment. I would like more time to have informal chats with my staff plus appointment times for myself monthly with my supervisor which I don't ask for just rostered in. Sometimes you feel that bad you don't attempt to talk to anybody unless they speak to you.Recognition of the stresses & understand the effect of very poor working patternsIncrease the number of staff to reduce workload and reduce stress ................
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