Expert view: line managers are the golden thread to supporting employee wellbeing

The CIPD’s 19th annual Health and Well-being at work report reveals a mixed picture for the state of employee wellbeing in the UK. Based on the insights and experiences of over 1,000 people professionals, the research highlights some areas of tangible progress, and there are signs that employee wellbeing is receiving increased attention compared with last year.

For example, we are encouraged that employers are providing greater support for people’s mental health and this year more respondents agree that employee wellbeing is on senior leaders’ agendas (61% compared with 55% last year).

However, a number of findings are cause for concern. For example, this year’s results confirm the rising culture of ‘presenteeism’ and ‘leaveism’ (such as using holiday leave to catch up on work) – and most organisations are doing nothing to discourage these unhealthy behaviours. Levels of stress and mental health-related absences remain much too high.

Another clear theme is the persistent gap between organisations’ expectations that line managers should properly manage employee wellbeing, and a lack of support in equipping them for this important responsibility.

Worryingly, this year an increased proportion attribute management style as a cause of stress (43% this year compared with 32% in 2018). Leaders and managers are important role models in fostering healthy behaviour at work. These findings underline how harmful the impact can be if managers aren’t equipped with the skills to fulfil their people management role in the right way.

The need for further investment in good people management to support health and wellbeing is evident across a range of data. Just half of organisations (50%) train line managers to manage stress and 40% train them to support mental ill-health.

It’s therefore not surprising that respondents report low levels of confidence in the ability of managers in this area. Less than a third (30%) think managers are confident about having sensitive conversations or signposting staff to expert sources of help if needed, and just 18% say managers are able to spot the early warning signs of mental ill-health. Just half say that line managers have bought into the importance of wellbeing in their organisation.

Line managers play a crucial role in supporting employee wellbeing on a day-to-day basis. Of course, they can’t be counsellors or medical experts. Indeed, part of their skill should be in knowing when it’s appropriate to refer someone to more expert help.

However, line managers have an ongoing relationship with their team members and they are likely to be the first port of call if someone is unwell, requires a reasonable adjustment, or wants to discuss workload or any other issue affecting their wellbeing. They are also in the best position to spot early signs of distress and uniquely placed to make changes to someone’s job or working arrangement to help prevent stress or manage an ongoing health condition.

Line managers can be described as the ‘squeezed middle’ – as well as having to meet operational targets and deadlines, they are responsible for people management, which all too often is merely bolted on to their role rather than being an integral part of it. If they are not provided with the training, support and space to manage their team and support staff wellbeing, it puts their own wellbeing in jeopardy.

It’s all very well for organisations to introduce a suite of exemplary wellbeing policies and make a sizeable financial investment in employee health. But if that activity is not accompanied by effective people management, a supportive and inclusive culture, and committed leadership, it will not have real and lasting impact.

The author is Rachel Suff, Senior Policy Adviser, CIPD.