Supporting staff wellbeing

1. I’m just their manager – What’s their mental health to do with me?

As a leader and manager, it is important that you are fully aware of your role in supporting your staff’s mental wellbeing. Employees will experience stressors to their mental health, in a wide variety of ways, as each member of staff will have individual circumstances. We know that workplace stress is the physical response, when there is a poor balance between job demands and the resources and capabilities of the employee. Concern for the welfare of your staff is a key feature of any great leader, as it creates a supportive working environment that ensures your teams are happy and productive. 

2. What causes workplace stress?

• Excessively high workload, with unrealistic deadlines, leading staff to feel under pressure
• Bullying or harassment
• Staff feeling that they have a lack of control over their workload or activities
• Staff being asked to carry out tasks which they do not have the required experience or skills
• An uncomfortable physical working environment – poor seating or workspace layout, high levels of noise, inadequate equipment etc
• Job insecurity
• Feeling unsupported or a lack of good working relationships, leading to a sense of isolation
• Poor leadership or conflicts with management styles

3. How do I recognise the signs of workplace stress?

Learning to understand the signs of workplace stress will help you understand how different people exhibit stress and how it affects their mental health. Fundamentally what’s noticeable about stress or a change in the mental wellbeing of a member of staff is a change in the behaviour of an employee. Below are a range of indicators that may be a signal of an employee having their mental health impacted.

• Reduced quality of work or an increase in errors
• Increased sick leave
• Incomplete projects
• Consistently seeming fatigued or over tired
• Being vague or seeming unfocussed
• Increased irritability or conflict with others
• Seeming unmotivated or disinterested in work
• Altering work patterns – replying to emails late or early in the morning

Of course, all members of staff are individual, which is why it is crucial to take the time to get to know each member of your team, so you can spot the signs on an individual level. Of course, as their manager or leader it is not that there is an expectation that you act as a counsellor or mental health professional. However, you do have a duty of care and responsibility for their wellbeing and performance in work. The best approach is to be proactive, by reducing the risks of your employees becoming stressed and ensuring that your team feel able to discuss any issues with you, that may be concerning them.

4. A member of my team has disclosed a mental health issue – what do I do?

The first step is to ensure you encourage the employee to discuss their health and any concerns relating to work they may have. Arrange a confidential online meeting with them, so you have a face to face discussion. Explain what support may be available through the Company and perhaps create an action plan of how the member of staff will be supported. It is important to be aware, that once any health or disability information is disclosed by an employee, as an employer you have a legal duty to make reasonable adjustments to their work, to support the member of staff recover and be well. This is the case whether or not the employee has a medical diagnosis.

Line managers play a central role in supporting staff mental wellbeing, and expectations are guided by both good management practice and legal responsibilities under the Health and Safety at Work Act and the Equality Act. Here are practical ways line managers can support their teams:

1. Promote Open Communication

• Create a culture where staff feel safe discussing concerns without stigma.
• Hold regular one-to-ones that include wellbeing check-ins, not just performance.
• Listen actively and without judgment.

2. Spot Early Signs of Strain

• Be attentive to changes in behaviour, mood, or performance.
• Encourage early conversations before issues escalate.
• Signpost staff to occupational health or HR when appropriate. 

3. Encourage Work–Life Balance

• Manage workloads realistically and fairly.
• Respect working hours and avoid a culture of overwork.
• Support flexible working arrangements where possible. 

4. Provide Access to Support

• Ensure staff know about Employee Assistance Programmes (EAPs), counselling, or mental health first aiders if available.
• Direct employees to external resources such as Mind, NHS Every Mind Matters, or Samaritans. 

5. Model Healthy Behaviours

• Demonstrate good boundaries (e.g., not sending late-night emails).
• Take breaks and annual leave, encouraging staff to do the same.
• Show openness about wellbeing (within professional boundaries).

6. Supportive Management Practices

• Set clear expectations and provide constructive feedback.
• Involve employees in decisions that affect their work.
• Offer training and development opportunities to build confidence and resilience. 

7. Respond Appropriately to Mental Health Disclosures

• Treat information sensitively and confidentially.
• Make reasonable adjustments under the Equality Act if someone has a mental health condition classed as a disability.
• Work with HR or occupational health for tailored support plans. 

Many UK organisations also follow the HSE Management Standards for work-related stress, which focus on demands, control, support, relationships, role clarity, and change management.