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:
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