Quality standard
Quality statement 2: Role of line managers
Quality statement 2: Role of line managers
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
The following measures can be used to assess the quality of care or service provision specified in the statement. They are examples of how the statement can be measured, and can be adapted and used flexibly.
Structure
Evidence that supporting employee health and wellbeing is included in any documents outlining the skills and knowledge that line managers need.
Data source: No routinely collected national data for this measure has been identified. Data can be collected from information recorded locally, 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: No routinely collected national data for this measure has been identified. Data can be collected from information recorded locally, 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: No routinely collected national data for this measure has been identified. Data can be collected from information recorded locally, for example, appraisal documentation.
Outcome
a) Employee sickness absence rates.
Data source: Data can be collected from information recorded locally, for example, HR management systems. The Chartered Institute of Personnel and Development's annual health and wellbeing at work survey collects data on employee short-term and long-term absence. The Office of National Statistics reports on sickness rates in the UK labour market, including days lost and reasons for absence.
b) Employee retention rates.
Data source: Data can be collected from information recorded locally, for example, HR management systems. The Office of National Statistics Labour Force Survey contains the question 'When did you start in your current employment?'
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. NICE guideline NG13 (2015, updated 2016), recommendations 1.6.1, 1.6.4 and 1.9.2
Definitions of terms used in this quality statement
Supporting employee health and wellbeing
Taking action to maintain people's health and wellbeing at work, for example:
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offering employees help and encouragement to build supportive relationships
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being open and approachable to ensure employees feel free to share ideas
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consulting regularly on daily procedures and problems
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recognising and praising good performance
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identifying and addressing issues and concerns and taking any action needed as soon as possible to prevent problems escalating
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identifying sources of internal and external support
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agreeing relevant and realistic job targets
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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. [NICE's guideline on workplace health: management practices, terms used in this guideline and NICE's guideline on older people: independence and mental wellbeing, glossary]