Guidance for Having a Wellbeing Conversation

Please click on the below link, review this resource and watch the video on having a wellbeing conversation :

Wellbeing conversations – Leadership Academy

Wellbeing conversations are an essential part of creating a supportive workplace, especially in healthcare settings where staff may face unique physical and emotional demands. These conversations help identify issues early, foster trust, and demonstrate that an individual’s health and wellbeing are valued. 

Good practice for wellbeing conversations

Wellbeing conversation are:

  • Caring and compassionate – they give space to enable employees to holistically explore their wellbeing.
  • Employee led – they enable the employee to lead the conversation and focus on the most important things to them.
  • Supportive – they signpost employees to the most appropriate support.
  • On-going and dynamic – wellbeing changes over time, therefore these conversations should be held regularly.
  • Inclusive – every NHS employee should have ongoing supportive conversations that enable their unique and diverse personal wellbeing needs to be met.

Wellbeing conversation are not:

  • Therapeutic interventions – employees should, where necessary, be signposted to access appropriate support from trained professionals.
  • Judgemental or performance related – wellbeing conversations should not be used for performance management or as a way of judging the quality of someone’s work.
  • A formal mental health assessment – if you think your colleague needs a formal mental health assessment, you can signpost them to a relevant trained professional.

Preparing for the Conversation

  • Create a Safe Environment: Choose a private and comfortable setting where the individual feels secure.
  • Be Informed: Familiarise yourself with the individual’s role, recent work performance, and any known health issues.
  • Be Flexible with Timing: Allow enough time for an unhurried conversation, ensuring the individual doesn't feel rushed.
  • Clarify Purpose: Let them know in advance that the conversation is to support their wellbeing, not to scrutinise their performance.

Key Components of a Wellbeing Conversation

  • Open with Care: Start by asking how they are doing and if they feel supported at work.
    • Example: “I wanted to check in and see how you’re feeling and if there’s anything we can do to make things easier for you.”
  • Listen Actively: Focus on what they are saying without interrupting. Use reflective statements to show understanding.
  • Explore Challenges: Gently ask about any difficulties they may be experiencing, such as workload, team dynamics, or health concerns.
    • Example: “Are there any aspects of your work or personal life that are impacting your wellbeing?”
  • Signpost Support: Share resources or adjustments available, such as occupational health, therapy referrals, or flexible working options.
  • Collaborate on Solutions: Work together to identify practical steps to support their wellbeing.

Discussing Disability or Long-Term Health Conditions

Having a conversation about disability, mental health, or long-term conditions requires sensitivity, empathy, and respect for privacy.

Starting the Conversation

  • Be Respectful and Non judgmental: Frame the conversation positively and focus on support.
    • Example: “I want to ensure we’re providing the right support for you. Are there any adjustments that would help?”
  • Use Inclusive Language: Avoid assumptions about their abilities or limitations. Let them describe their experience.

Key Topics to Cover

  • Impact of the Condition: Ask how their condition affects their work and what triggers or challenges they experience.
    • Example: “Are there particular tasks or situations that feel more challenging for you?”
  • Explore Adjustments: Discuss workplace adjustments, such as modified duties, equipment, flexible hours, or working from home.
    • Example: “What adjustments could make your work environment more comfortable?”
  • Focus on Strengths: Acknowledge their contributions and explore ways to harness their strengths while managing limitations.

Managing Difficult Conversations About Sickness or Returning to Work

When Addressing Sickness Absence

  • Approach with Empathy: Recognise that sickness absence can be stressful for the individual. Avoid blaming language.
    • Example: “I understand you’ve been unwell. How are you feeling now?”
  • Explore Recovery Needs: Discuss their current health status and any ongoing needs for treatment or rest.
    • Example: “What support do you feel you need to aid your recovery?”
    • Provide the Wellbeing at work action plan 
    • Conditions profile link can aid to understand conditions/ adjustments. 
  • Signpost Support: Highlight resources like Occupational Health, staff therapies or the psychology service 

Planning a Return to Work

  • Discuss Phased Returns: If appropriate, consider a gradual return to duties to ease the transition.
    • Example: “Would starting with reduced hours or duties be helpful as you adjust?”
  • Review Adjustments: Reassess workplace adjustments to ensure they meet current needs. Document on the wellbeing at work action plan 
  • Monitor Progress: Schedule follow-ups to review how they are coping with returning to work.

Tips for Having Difficult Conversations

  • Prepare for Emotional Reactions: Be ready to respond calmly and supportively if the individual becomes upset.
  • Be Honest and Clear: If discussing sensitive topics like performance or extended absence, be transparent while maintaining empathy.
    • Example: “I appreciate your efforts, but I’ve noticed [specific issue]. Let’s discuss how we can address this together.”
  • Keep the Focus on Support: Frame the conversation around finding solutions, not assigning blame.
  • Offer Time and Follow-Up: Allow the individual time to process the conversation and schedule follow-ups to check in.

Examples of Adjustments or Support

  • Flexible working hours or part-time schedules.
  • Provision of ergonomic equipment or assistive technologies.
  • Access to quiet spaces for rest or decompression.
  • Regular wellbeing check-ins with a trusted manager.
  • Connecting them with peer support groups or mentoring programs.
  • See reasonable adjustments page and conditions profile pages for more information

Closing the Conversation

  • Summarise agreed actions and confirm their understanding.
    • Example: “To recap, we’ll arrange [specific adjustment] and check in again on [specific date].”
  • Reassure them of ongoing support and open communication.
    • Example: “Please don’t hesitate to reach out if you need anything in the meantime.”

By fostering a culture of openness, empathy, and proactive support, these conversations can make a significant difference in promoting staff wellbeing and maintaining a positive, inclusive workplace.