We’ve been living through turbulent times with things such as the energy and cost of living crises and the aftermath of the pandemic. At the same time, employees are increasingly looking to their employers to provide support for their wellbeing and expecting a wide range of support and flexibility to meet their personal needs.
Leaders play a crucial role in establishing and maintaining a culture of wellbeing within an organisation and, supported by fit-for-purpose health and wellbeing services and policies this allows employees to thrive and be at their most productive.
Line managers have a huge impact on the wellbeing of their team. Therefore, to be effective and consistent across an organisation, training is vitally important.
Creating a culture of wellbeing
Wellbeing can be summarised in four interconnected key areas: mental, physical, social and financial. Positive social connections and collaboration within the workplace can help employees feel more engaged and supported which can lead to improved productivity and job satisfaction.
A culture of wellbeing succeeds or fails on the behaviour of line manager
To achieve a culture of wellbeing, employers must truly invest in it by:
- Listening – finding out what employees want and on an ongoing basis via methods such as surveys, personal reviews and employee forums or focus groups.
- Offering a range of fit for purpose health and wellbeing benefits – a co-ordinated range taking into account the wants expressed by employees and catering for a wide range of scenarios.
- Role modelling – managers throughout the organisation must walk the talk and consider employee wellbeing in every aspect of their day-to-day activities.
- Creating time to talk – encourage an environment where employees have the opportunity to talk in terms of informal peer support, social connectedness and be approachable as managers. Employees must be able to talk confidentially within an environment of trust with their line manager, HR and others such as Mental Health First Aiders.
- Communicating – as ever, regular, transparent communication is key, employees value being kept informed about the business and other key developments as much as possible.
Fit for purpose health and wellbeing benefits
There is a plethora of wellbeing benefits available digitally and face to face, providing services such as tools to help people improve physical and mental wellbeing support for issues such as mental or physical ill health, menopause and bereavement.
Training line managers without having clinically robust, effective and personalised services in place (and coordination between them) is fruitless.
managers must appreciate that they cannot be expected to have all the answers
So often, employers offer a wide range of disparate services that the employee has to self-navigate and ultimately there are gaps.
Having a central single medically trained point of contact such as a registered nurse ensures that the line manager and employee know how to access and use the services that are most beneficial. Thus, avoiding self-navigation and gaps and therefore leading to improved outcomes.
How to train managers
A culture of wellbeing succeeds or fails on the behaviour of line managers, so regular training and support for them is vital, key considerations are:
Working with people
The most important factor is knowing how to work well with people as individuals and as a team. Understanding their individual needs and supporting them accordingly may include flexibility of hours, adjustments in the workplace or directing them to appropriate support. It is also important for managers to be aware of how their management style impacts the team and how to adapt when necessary.
Being an effective role model
Line managers should be trained in how to live and breathe a wellbeing culture, recognising that everyone is different and ensuring that wellbeing isn’t overlooked when workloads are high and the pressure is on.
Health and wellbeing benefits
Managers need to be trained regularly on the benefits available, what they are suitable for and how they can be accessed by employees. Despite the best efforts of employers to communicate to employees, many often don’t know what is available to help them.
In my experience, employees who need help often don’t access it and therefore when line managers can sign-post or refer on the employees behalf this can be very beneficial.
Chronic and long-term conditions
Within any workplace, there are likely to be individuals living with some sort of long-term, chronic condition or disability. Managers should be trained in some of the potential issues that employees will face to enable them to be supported more effectively.
Spotting the signs
Vitally, training needs to include how to recognise that an employee is potentially struggling in some way, how to hold a sensitive conversation and support accordingly.
Know the limits
Managers must appreciate that they cannot be expected to have all the answers and understand when it’s time to get help, when issues arise that need expert information or advice. Be that from HR, Mental Health First Aider or via the health and wellbeing services.
Supporting the supporter
Line managers can often absorb the issues of their team, it is important that they are also supported by their leaders and role model the accessing of support and health and wellbeing services.
Mental Health First Aiders
Many organisations have employees who volunteer for this role, line managers need to understand the purpose and boundaries of the position.
Volunteer employees must be effectively trained and receive regular specialised support to ensure their own wellbeing is maintained in what can be a vulnerable position.
Regular training
It is much more beneficial that manager training is delivered little and often. It is much easier to digest and the line manager themself doesn’t become overwhelmed.
Regular updates keep wellbeing front of mind.
Group training can help line managers support one another and share learning.
Summary
To be effective and truly embed a culture of wellbeing, communication with employees and training of managers needs to be ongoing.
Done well, this is an investment in the employees, their productivity and loyalty and thereby a more successful business.
A well-trained manager will be tomorrow’s empathetic director and potentially a future CEO who prioritises the wellbeing of staff.
