Improving access to support for staff
Tools to help your organisation understand and remove barriers to support.
Tools for people who are responsible for:
Before you develop a plan to improve staff access to support, it’s important to understand the barriers to support which may exist in your organisation.
A comprehensive survey of NHS staff revealed potential barriers that leaders should consider when planning interventions. This list will help guide your self-assessment.
The barriers identified include:
Staff may be overwhelmed by options for support, causing uncertainty about what might be suitable. There could be difficulty finding out what is available as information on support options may be provided in different places.
Some individuals may feel they do not need support from their workplace, as they can access this from family or friends.
These barriers can be tackled through initiatives such as:
Implementing flexible work arrangements will:
Some barriers may be specific to your organisation, so involving employees from diverse backgrounds will help identify any obstacles to support and how they might be addressed.
People working in social care are at greater risk of work-related stress, anxiety and depression and burnout than many other professions. Recent studies indicate, however, that only about half of employees feel comfortable discussing mental health issues at work.
Establishing a psychologically safe environment where individuals feel safe speaking out is a crucial first step in reducing stigma.
Stigma surrounding mental health can come from external sources or an individual’s own views, leading to ‘self-stigma’. This self-blame or denial can make practitioners reluctant to disclose their experiences of work-related stress and burnout.
Addressing stigma is vital because it is a significant barrier to seeking help, delaying assistance, and increasing feelings of isolation.
Leaders can help reduce mental health stigma by sharing their own experiences by openly discussing personal encounters with mental health challenges. This demonstrates that seeking support is a sign of strength and encourages a culture of empathy and understanding.
MIND produced a comprehensive set of mental health core standards and a practical framework to aid employers in reducing the stigma surrounding mental health in workplaces. These standards help organisations to support employees facing mental health challenges.
This can help people remain in work, where possible, and thrive in professional environments.
By breaking down barriers and showing vulnerability, leaders create a safe environment. A safe environment allows employees to feel comfortable addressing their mental health concerns without fear of judgment.
This approach:
Leaders should ensure they have a policy that explains their organisation’s commitment to the wellbeing of employees. This policy should be transparent and developed collaboratively with workers, management, and trade unions.
Employer Standard 4: Wellbeing supports a robust approach to employee wellbeing. Research evidence (see References) supports an approach which addresses wellbeing on three levels:
You could help to reduce stress by identifying the sources of the stress. This involves assessing risks, identifying, implementing, and evaluating interventions.
You should deliver high-quality, targeted management training, and introduce initiatives such as mental health first aid and wellness action plans. Health promotion is also a crucial component of primary management.
Enhancing employees’ responses to stress involves helping practitioners to develop skills to navigate a high-pressure working environment. This will help to protect their wellbeing. You can achieve this by providing high-quality tools and resources, such as reflective supervision.
Managing the symptoms and effects of stress on wellbeing (tertiary management) includes initiatives like occupational health support. It also includes facilitating their return to work after stress-related absence and negotiating flexible adjustments to accommodate practitioners’ needs.
To ensure an effective wellbeing policy, you should develop a clear action plan detailing implemented (or planned) interventions and evaluation mechanisms.
The following stages are designed to guide the development and evaluation of a comprehensive programme of wellbeing interventions within your organisation.
This framework will help you:
Maintaining a workplace culture that supports the psychological safety of practitioners is an ongoing process. This process should also include mechanisms for addressing new threats to wellbeing and considering future initiatives.
This stage lays the foundations for subsequent phases. It involves forming a leadership group to steer the process, understand workforce needs, and define important outcomes and goals for the wellbeing interventions.
Important actions include:
This stage identifies various critical issues to address and involving employees in this process is crucial. Important actions include:
This stage involves identifying roles for implementing the wellbeing interventions and exploring opportunities for piloting and evaluation. The important action is to ensure clear organisational roles by assigning individual responsibilities within the steering group. You should pilot the intervention, if possible, and monitor progress.
The evaluation stage is crucial for measuring the effectiveness of workplace wellbeing interventions. Gathering baseline data for comparisons before and after the intervention is essential. Important actions include:
Planning for change requires the input of practitioners from different backgrounds, functions, and organisational levels. Read more about developing workplace interventions with tools and templates to help you analyse and evaluate them.
Planning for change should include input from staff from different backgrounds, functions and levels in the organisation. Co-design is a powerful tool to engage staff and will help you ensure that your interventions are helpful.
Co-design approaches can identify opportunities to enhance employees’ feelings of control and belonging. Co-design can help improve support structures and reduce stress.
See guidance to help organisations use co-design for developing wellbeing policy. You can read more about the value of co-design in Employer standard 1: Strong and clear social work framework.
Donaldson-Feilder, E., Yarker, J., & Lewis, R. (2011). ‘Preventing Stress in Organisations’. Wiley-Blackwell Publishers.
Fabian, M., & Alexandrova, A. (2022). ‘When, why, and how to do co-production in wellbeing policy and practice’. What Works Wellbeing.
Health and Safety Executive. (n.d.). ‘Thriving at Work: The Stevenson/Farmer Review of Mental Health and Employers’.
Society of Occupational Medicine. (2023). Burnout in healthcare: Risk factors and solutions.