Read again: Supporting wellbeing conversations in the NHS

The NHS People Plan underscores the necessity for health and wellbeing conversations among all NHS staff, alongside tailored wellbeing plans. Such initiatives, introduced since September 2020, are crucial in fostering a supportive work environment and retaining valuable NHS personnel. Here, we explore strategies to embed effective health and wellbeing discussions within your organisation

CREDIT: This is an edited version of an article that originally appeared on NHS Employers

Who will hold the conversation?

In most cases, a health and wellbeing conversation may be held by a line manager or supervisor, but in some cases staff might want to have this confidential discussion with someone else. Whilst the main intention is for line managers to hold wellbeing conversations with their colleagues, we would encourage everyone within the team to support one another by regularly checking in.

Consider who else might have the skills, confidence and expertise to hold a sensitive conversation with colleagues – for example, mental health first aiders, members of your HR/OD function, other line managers in the same department, staff network leads, freedom to speak up guardians or wellbeing champions. It is also important to note that it is line managers who can make and implement changes for their staff so it is vital that line managers are kept informed to provide the appropriate support for their colleagues.

Integration and implementation

Health and wellbeing conversations should be held regularly and could be incorporated into existing processes, such as one-to-ones, appraisals or job planning discussions. Alternatively, you could think about developing a new stand-alone process. Consider how any actions to support your colleague will be recorded from the conversation, either using existing paperwork/systems or using a personal wellbeing plan.

Training and support

Providing the right support to those hosting the conversations is important. You need to ensure the discussions are sensitive, open and valuable to staff members. Here are some elements to consider in your approach:

Empowering staff

Communicating the purpose and benefits of these conversations fosters trust and participation among staff. Recognising diversity and inclusivity ensures culturally sensitive approaches, enhancing engagement and understanding. Clear guidance and confidentiality assurances alleviate concerns, empowering staff to embrace the process confidently.

Navigating health and wellbeing conversations demands a collaborative and empathetic approach, underpinned by clear guidelines and support systems. By embedding these practices, the NHS fosters a culture of care and support, vital for the holistic wellbeing of its workforce.