Wellbeing
Strengthening strategic focus
Leaders play an important role in promoting employee wellbeing. They should genuinely create an environment of wellbeing rather than offering token support. Strategic planning is important. This includes SMART goals, which are Specific, Measurable, Actionable, Realistic and Time-bound. They're crucial for setting and reviewing wellbeing measures. Leaders should plan for long-term improvements in wellbeing.
Involving employees in developing a healthy workplace and participating in wellbeing initiatives is essential. Leaders need to get involved directly. They should act as role models to remove barriers to participation.
Treating the symptoms not the cause
The best way to improve workforce wellbeing is with primary interventions. They manage risks like emotional demands and work stress. They aim to prevent problems. These are less common than interventions focused on improving coping skills or treating existing issues.
At first, primary interventions may seem disruptive. They need time, effort, and commitment. However, they’re vital to creating a lasting wellbeing culture. Small changes can bring big benefits. Be aware that individual-level quick fixes have limited effect and should be used together with interventions targeting other parts of the system.
It is recommended to use a balanced approach that combines primary, secondary, and tertiary interventions. This strategy is all-encompassing. It uses evidence-informed measures. They apply across organisational structures and skill development. They help practitioners to better manage job demands.
Improving understanding of what works
Strategies, like reducing workloads and adding support, help. However, different job roles have unique challenges. So, a "one-size-fits-all" method often falls short. Co-designing with employees provides tailored solutions that better meet diverse workforce needs, boosting commitment and effectiveness.
The success of wellbeing interventions depends on clear communication. It also depends on using evidence-based practices. These practices have been proven to make a real difference.
Leaders should choose interventions that are based on evidence and are customised. This involves a full risk and needs assessment. It involves setting clear goals, choosing the right strategies, and including processes for continuous evaluation.
More advice on creating these custom approaches is in How to use these tools and resources. It shows the shift from a universal to a personalised, effective strategy.
Addressing an overwork culture
Creating a supportive environment for open discussions about work and wellbeing is essential. In cultures where overwork and stress are common, it’s important to encourage practitioners to seek support and engage with interventions. It is important to identify and address self-sufficiency or cynicism. This is important for both practice and wellbeing.
Managers play a crucial role in promoting wellbeing and facilitating engagement with support measures. They need adequate training, time, and space to offer effective support. Guidelines for recognising distress and encouraging inclusive conversations are necessary. Ensuring managers also have access to support is vital.
Understanding the impact of poverty on the workforce
Social workers work with families impacted by poverty every day, and often raise concerns about food security. More recently, increasing numbers of social workers are reporting they use food banks themselves. Not only are they working with poverty, but they also experience it themselves.
The Big Listen Report by the London Innovation and Improvement Alliance in 2022 to 2023 highlighted the concerns local social workers had about the cost-of-living crisis. Employers should be aware of this emerging issue and understand the impact this has on social worker workforce wellbeing.
The resources have been developed by
Research in Practice
in collaboration with
DfE.
Published: 30 October 2024
Last updated: 30 October 2024
Published: 30 October 2024
Last updated: 30 October 2024