Quality statement 2: Role of line managers

Quality statement

Employees are managed by people who support their health and wellbeing.

Rationale

A line manager can have a significant influence on employee attitudes and behaviours. Making health and wellbeing a central part of the line manager's role is a way of helping to ensure employees feel valued, content and able to discuss any concerns before they reach a crisis point. This can also improve productivity.

Quality measures

Structure

Evidence that supporting employee health and wellbeing is included in any documents outlining the skills and knowledge that line managers need.

Data source: Local data collection, for example, job descriptions and performance reviews.

Process

a) Proportion of line managers whose job descriptions include supporting employee health and wellbeing.

Numerator – the number in the denominator whose job description includes supporting employee health and wellbeing.

Denominator – the number of line managers in the organisation.

Data source: Local data collection, for example, job descriptions.

b) Proportion of line managers whose performance reviews include an evaluation of how they support employee health and wellbeing.

Numerator – the number in the denominator whose performance reviews include an evaluation of how they support employee health and wellbeing.

Denominator – the number of line managers in the organisation.

Data source: Local data collection, for example, appraisal documentation.

Outcome

a) Employee sickness absence rates.

Data source: Local data collection. National data from the Chartered Institute of Personnel and Development's annual absence management survey.

b) Employee retention rates.

Data source: Local data collection. National data from the Chartered Institute of Personnel and Development's resourcing and talent planning survey.

What the quality statement means for different audiences

Organisations (senior management teams including the chief executive and departmental managers) make line managers aware that supporting employee health and wellbeing is a central part of their role. This is done by including health and wellbeing in their job descriptions and performance reviews and emphasising it during recruitment. Organisations also ensure that line managers have adequate time, training and resources to support the health and wellbeing of employees.

Line managers are aware of the important role they have in supporting the health and wellbeing of employees, as highlighted in their job descriptions and performance reviews. They put this into practice in the way they manage employees and design jobs and person specifications.

Employees work in an environment where they know line managers aim to protect and support their health and wellbeing.

Source guidance

Workplace health: management practices (2015 updated 2016) NICE guideline NG13, recommendations 1.6.1, 1.6.4 and 1.9.2

Definitions of terms used in this quality statement

Support employee health and wellbeing

Taking action to maintain people's health and wellbeing at work, for example:

  • offering employees help and encouragement to build supportive relationships

  • being open and approachable to ensure employees feel free to share ideas

  • consulting regularly on daily procedures and problems

  • recognising and praising good performance

  • identifying and addressing issues and concerns and taking any action needed as soon as possible to prevent problems escalating

  • identifying sources of internal and external support

  • agreeing relevant and realistic job targets

  • carrying out stress risk assessments and developing workplace solutions to reduce this risk.

[NICE's guideline on workplace health: management practices, recommendations 1.8.1, 1.8.2 and 1.9.1]

Health and wellbeing

Health relates to a person's physical or mental condition. Wellbeing is the subjective state of being healthy, happy, contented, comfortable and satisfied with one's quality of life. Mental wellbeing relates to a person's emotional and psychological wellbeing. This includes self-esteem and the ability to socialise and cope in the face of adversity. It also includes being able to develop potential, work productively and creatively, build strong and positive relationships with others and contribute to the community.

[Glossaries of NICE's guidelines on workplace health: management practices and older people: independence and mental wellbeing]