“it’s time to prioritise mental health in the workplace”.
“Promoting and supporting staff wellbeing within your team”.
As Care and Support Manager, to promote staff wellbeing, I feel creating a supportive environment is vital and promoting resources to support open conversations about Mental Health. Communication is key, so if staff feel confident in the workplace to discuss their well being then there is less chance of impact of sick leave due to poor mental health. I feel getting to know my staff team is a must, regular check ins with the staff to see how they are, where I may be able to identify triggers or a decline in staff members mental health. Having regular supervisions and having wellness action plans in place is also a support and having regular team meetings, to see how staff morale is in general is also a time to identify if any staff issues.
“Staff need to feel safe to raise concerns at any time regarding any risks resulting from staffing”
As Care and Support Manager having an open-door policy for staff is an opportunity to build relations with my teams which gives them reassurance that I am supportive, encouraging them to approach myself by phone or for a meeting at any time, when they feel ready to disclose how they are feeling. Again, it’s about how I approach staff if I do identify any concerns, act soon but in a sensitive manner. Body language, pace and tone is also extremely important during such meetings as this allows staff to not feel further pressures of being rushed and that myself as a manager, are hearing them. At DGMHA we very much inform staff of what resources are out there such as the Employment Assistance Programme, if time off required, offer Occupational Support, welfare checks when it is convenient for them to meet or over phone and phased return once ready to return back to work.
I also feel that as a Mental Health Organisation we provide Mental Health Awareness Training to help or staff teams recognise signs, symptoms, not only for the people they support but also for themselves. It’s still trying to get it out there, as there is still some stigma around mental health, that there is no shame and also creating a culture of transparency within the services.
“by supporting our staff wellbeing it improves outcomes for people they support”.
There is a link between the safety of our service users and the wellbeing of our staff delivering the service. Increased staff wellbeing can reduce sickness absence, adequate staffing, effective rota systems in place helps eliminate burnout and work-related stress, meaning that staff are available to care for service users competently. There will be times when staff will be working in challenging situations or lone working, which can increase risks to their wellbeing, appropriate measures and checks need to be in place to maintain staff wellbeing.
Mandatory and regular training updates for the needs of the service is always ongoing and updated regular on a training matrix, where this can be monitored when training next due, keeping all learning and development opportunities so staff do their jobs effectively, and also a requirement in the codes of practice as an employer at DGMHA.
Further record evidence is operational where staff well-being, stake holders, service users and family questionnaires and surveys sent out and action plans to be put in place with any issues raised for staff/management to improve.
As Care and Support Manager I think it's important to make sure you lead by example and look after your own wellbeing before you can support others effectively. Workplace wellbeing plans are drawn up by individual or each team and discussed regularly (and recorded) you don't just pay lip service to Mental Health and Wellbeing at work but ensure people are listened to. You evidence "success stories" of people and celebrate and promote success - no matter how small, so that people feel valued.
Liz Kelting
Care and Support Manager
