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Employers have a duty of care towards staff to ensure their health and safety and welfare, which includes their mental wellbeing. If staff feel stressed, demotivated and undervalued then it will ultimately impact on their performance and there is likely to be a high turnover of staff. In care settings, this could have a negative impact on the quality of care provided.
In their 2022 Health and Wellbeing at Work survey, CIPD identified the top three benefits of employers increasing their focus on employee wellbeing:
A healthier and more inclusive culture.
Better work-life balance.
Better employee morale and engagement.
Practical considerations impacting on staff wellbeing
Pay and job security – There is no getting around the fact that financial security is important to people so pay and job security matter. The current cost of living crisis has made this all the more important,
Work/home life balance – most care settings require 24/7 cover which means staff need to work evenings and weekends. Shift patterns need to be fair to all staff. Rotas should be out well in advance so staff can make plans and arrangements for other areas in their life.
Hours worked – While shifts need to be covered and staff may want/need the money it is important to ensure that staff don’t work too many hours and have sufficient rest periods. Not only will this impact negatively on their home life, but staff will also be at risk of physical and mental exhaustion. This can ultimately be counterproductive for both parties if staff have to go off sick.
Breaks – Staff should always get their mandated breaks when at work.
Communication – find out what matters to your teams
It is important to know how staff are feeling and what they feel could improve their experience at work. Open and honest lines of communication should be encouraged. While most managers profess to have an ‘open door policy’ where staff are concerned; consider if your staff feel this is the case. When staff can see that managers are busy, they may not feel like they can interrupt them. Managers can make themselves a more visible presence in the workplace by taking a walk around and engaging with staff. Managers should create opportunities for staff to express how they are feeling such as team meetings, group chats, supervisions and surveys.
Positive working environment
Workloads should be realistic and shared equally amongst staff. Overworked and overstretched staff may feel like they aren’t able to do their job effectively. If they feel like they aren’t able to provide high-quality person-centred care, it will impact on their job satisfaction.
Teamwork and positive working relationships are key to a harmonious working environment. Staff need to understand their own role and responsibilities and those of others. Poor communication within a team is often cited as one of the main causes of conflict within the workplace. Having clear procedures in place for communication within the team is therefore important.
Staff need to feel that their contribution is valued. Feedback through regular supervisions are a good opportunity to tell staff what they are doing well. Team meetings can sometimes feel to staff that they are just an opportunity to tell them what they are doing wrong. Meetings should place equal focus on what the team is doing well and celebrate any particular successes for the team or individual team members.
Inclusivity, equality & diversity
Staff need to feel a sense of belonging in their workplace. You sometimes hear people say that they don’t fit in at work or that the environment is ‘clicky’. Mixing up shift patterns so people get a chance to work with different people can help avoid ‘clicks.
All staff should feel like they are given equal treatment when it comes to training and development and the opportunity to progress in their career. The same applies to all staff having equal opportunities to put their ideas across and feel like they are heard.
The diversity of the team should be embraced and celebrated as everyone has something unique to bring to the team. It is important to be mindful of any cultural needs of team members and how these can be met.
Health promotion
The Physical safety of the team is essential, and staff should never feel that they are at risk of harm. Safe working practices and risk assessments should be in place. Adequate and safe equipment should be provided, and staff training should ensure that they are able to carry out their role safely.
Mental health – Managers should ensure that they are aware of the signs and symptoms of stress. Staff should also be made aware of these and encouraged to look out for these in themselves and colleagues. Stress management, health and wellbeing should be discussed at team meetings and supervisions.
Promotion of healthy lifestyle and self-care – While managers can’t dictate how staff live their lives, healthy lifestyle choices can be encouraged. Fruit could be provided in the staffroom rather than biscuits. If meals are provided, then they should reflect a healthy balanced diet. Posters can be used to provide information on areas such as nutrition, exercise, alcohol awareness, stopping smoking and getting sufficient sleep. Work group chats and social media can also be a platform for information and advice on lifestyles.
Staff mental health and wellbeing hubs
NHS Mental health and wellbeing hubs have been set up to provide health and social care staff with access to mental health services and support where needed. The hub offer is confidential and free of charge for all health and social care staff, not just those working in the NHS. The hubs can offer clinical assessments and referrals to local services such as talking therapy or counselling. Staff should be assured that this is separate from their organisation and confidential. This service is available to all health and social care staff, from all services and settings. Staff can self-refer or managers can refer staff with their consent.
More information on the mental health and wellbeing hubs can be accessed here.
