Detailed findings – looking to the future - Museums Association

Detailed findings – looking to the future

In addition to exploring the current situation in the sector, we asked what could be put in place in the future to support wellbeing.

Future organisational support

We asked respondents to suggest what could be put in place at an organisational level to support workforce wellbeing: 

wanted wellbeing days
for example a paid wellbeing day off per quarter
wanted wellbeing training for line managers
wanted to have workforce wellbeing strategy
wanted wellbeing training for staff and volunteers
wanted wellbeing programmes and training, for example mindfulness sessions and yoga
wanted ringfenced funding for external wellbeing activities
for example contribution to gym membership
wanted workforce wellbeing policies
such as respect and dignity and career break policies
wanted to have mental health first aiders in place
wanted financial management support or workshops
wanted an employee assistance programme
wanted an external occupational health provider
wanted an in-house occupational health team

Line manager support

A line manager can have more influence, positively and negatively, on workforce wellbeing, as they set the tone and are the primary and most constant relationship at work.

Our research found that the majority of respondents felt their line manager cared about their wellbeing, but there are areas for improvement. We asked respondents to suggest one thing their line manager, supervisor or team leader could do to support their wellbeing more effectively.

Respondents indicated the following areas of support: 

  • Advocacy – advocate to senior teams and take action to secure resources for effective delivery 
  • Communication – communicate clearly, regularly and transparently including direction, priorities, expectations, successes
  • Demands – be realistic about what can be achieved based on existing capacity 
  • Empathy – care about staff, be concerned about wellbeing and work to improve it 
  • Listening – listen to what staff have to say, don’t dismiss their voices and opinions, take them seriously 
  • Recognition – value staff’s expertise and achievements 
  • Support – put in place regular meetings and informal check-ins  
  • Understanding – get to know staff as people, their roles, and the realities they face at work on a daily basis