Evidence into action
- It seems obvious that training managers to support their staff through mental health awareness training or leadership training should improve wellbeing of leaders and their reporting staff.
- The evidence suggests that the learning context is critical for success.
- The evidence indicates:
- Training that confers little or no benefit to wellbeing is purely on-line or self-directed or where there is little support for learning.
- Training that confers benefits to wellbeing has a social element for example, dialogue with a learning facilitator or peer-to peer learning through group reflection or discussion. Including this social element boosts the effects of learning material delivered through on-line processes.
Training leaders to be effective and supportive in managing employees may enhance wellbeing for both managers and employees
- For many, one of the most important relationships at work is with their immediate or line manager. Immediate managers can provide information, advice and help in getting things done.
- Immediate managers in particular play a key role in supporting people who are struggling with health or other problems to stay at work and remaining productive rather than taking long term sick leave.
Exploring the Evidence:What Do Employers Do?
As part of a wider workplace wellbeing programme, Proctor and Gamble provided development activities for line managers in the management of workplace stress in work teams. The development covered how to recognise stress symptoms in workers and how to help workers deal with stress issues within the organisation by for example adjustments in work. Line managers were also able to organise workshops with their teams on coping with stress. Line managers were also strongly encouraged to take part in wellbeing initiatives to create closer relationships with their work teams and improve communication.