Employee wellbeing has quickly risen to become a top priority for businesses across the UK, as employers step up their efforts to look after their people both inside and outside of the workplace. The benefits of the right wellbeing policy stretch well beyond people feeling and performing better at work – it can be a serious asset in the battle to attract and retain talent and, if we can implement these policies consistently, a healthier workforce can give the wider economy a much needed helping hand.
The number of days the average employee is absent from work has grown from 5.8 to 7.8 in the last five years according to The Chartered Institute of Personnel and Development (CIPD), rising to 10.6 days in the public sector. The figures show how far we still have to go to make health and wellbeing-focused working environments the norm. Bucking the trend, however, doesn’t have to mean introducing budget-busting wellbeing perks. There is a place for healthcare benefits, mindfulness subscriptions, and healthy food and drink, but we can also bring a wellbeing focus to the interactions that punctuate the working day.
Support from managers
The line management structure is crucial for managing employees’ wellbeing on a day-to-day basis. Businesses will likely have regular line manager catch-ups in the diary for their people, but it’s important that these aren’t just seen as mini performance reviews, and that wellbeing is addressed directly in these meetings.
Managers also need to consider the factors that might be harming an employee’s wellbeing, even if they’re not speaking up about them. This means thinking about everyone’s workload, whether the business is having staffing issues, how much or how recently they’ve had time off, and whether they’re taking all the time off they have. Even wider issues such as school holidays and non-work-related pressures such as the cost-of-living crisis should be considered. Of course, everyone handles things differently, and managers shouldn’t make assumptions about people’s lives outside of work, but these factors should be considered as triggers for an added focus on wellbeing.
Wellbeing support isn’t just for when things go wrong, however. There needs to be as big a focus for those that are thriving as for those that need more support. High performers need to be recognised for their work, because feeling undervalued can also be a serious drag on wellbeing.
Support for managers
This is a lot to take on for managers, who need the right support themselves to allow them to look after their own wellbeing while giving the right advice to those they manage and escalating issues appropriately. Many managers, particularly those in small to medium-sized businesses, are promoted into management roles simply because they excel in their job roles, and don’t receive specific training when becoming a manager.
This needs to change, and this training needs to have wellbeing at its centre. Give managers a clear framework within which to manage wellbeing concerns, including guidelines for escalation of issues – line managers are more likely to raise wellbeing in meetings if they’re confident on the advice they can give.
Managers need to be aware of the limitations of the support they can provide and able to point employees who are struggling in the direction of further support. This is where external wellbeing support can be invaluable – providing access to employee assistance programmes gives people a space to discuss things affecting their wellbeing that they wouldn’t want to raise at work. It’s not just about making these resources available; businesses need to shout about their availability at every opportunity.
It’s crucial to remember that managers are people too, with high workloads and stresses that take a toll on their wellbeing that can be compounded by supporting colleagues. Managers need to be supported by their own line managers, and businesses should make it clear that their wellbeing is just as important.
Boosting benefits
These considerations don’t mean there’s no need, or no appetite, for wellbeing-focused employee benefits. In fact, more than 80% of UK employers have recorded an increase in employees requesting more wellbeing benefits. These could include discounts on gym memberships, mediation resources, or ‘wellbeing days’ given in addition to employees’ annual leave.
Benefits focused on mental and physical and health are just one side of the coin, however. Career-focused benefits can also deliver a wellbeing boost, even if that isn’t their specific focus. The positive impacts that training and progression opportunities provide shouldn’t be underestimated when it comes to improving how people feel at work. It’s another way that a business can show that it’s investing in its people for the long term, which should make colleagues feel valued, increase productivity, and encourage stronger employee engagement.
The human touch
Employee wellbeing measures and benefits aren’t just something for people to turn to when they’re struggling or need to relax. Instead, they should be a consistent support network as part of a wider positive and engaging culture that makes employees lives better at work, whether that means a change in their every day or a one-off boost. There’s no one-size-fits-all solution, and the right approach is one that’s been tested and updated according to feedback.
Everyone is under pressure at the moment, so there’s no time like the present to put in place wellbeing measures that are visible, robust, and proactive. Implementing the right policies on a broad scale will help us build the healthy, happy workforce conducive to economic growth.
Gill McAteer
With over 30 years' industry experience, Gillian spent 10 years in private practice, advising a diverse client base, before joining Citation as an employment law advisor in May 2003. She stepped up to her current role as Director of Employment Law in 2021.She's worked with businesses big and small on everything from employment law to commercial disputes and insolvency procedures. Her time spent in the industry has armed her with an incredible breadth and depth of knowledge on a range of complex employment law issues.
