The Working Well Resource (WWR) promotes high-quality research on what works for employers when supporting staff that have mental health needs around pay, progression and wellbeing, so that every person in the country has access to meaningful employment that meets their needs.
With data and insight from over 500 employers, the Working Well Resource examines issues preventing career support and progression for individuals with mental health needs.
The Working Well Resource is a great tool for employers, whether that’s someone who works in HR, Diversity, Equity and Inclusion, or anyone with direct line management responsibilities.
Throughout this resource, you can find robust recommendations on how to improve the working conditions for workers with lived experience of mental health distress.
Successful recruitment and onboarding are vital components for every organisation, especially when labour markets are tight. Effective recruitment is not just about filling an immediate vacancy but about having an impact on the long-term success of your organisation, using workforce trends, and planning to understand what skills are needed your organisation.
Ensuring that your organisation is attracting candidates who have the skills needed to be successful is easier said than done.
In this section, you can find support on how to maximise your recruitment efforts.
Put simply, career progression is the way an individual’s role, both their job title and place in an organisation, can grow and change over time. It is important to say progression is not strictly about pay and promotions: Improving skills, building autonomy and development a better work life balance are all equally valid considerations to employees in the 21st century when thinking about in-work progression.
If your serious about developing talent in-house, those looking to progress elsewhere but unable too will notice. With talent so in demand, having a visibly positive approach to career development will give your organisation an edge in attracting new people, as well as encouraging staff already working with you to stay, as they can progress with you more than they can progress elsewhere.
On the flip side, you don’t want to be the organisation losing your employees to competitors seen as better places to work and progress.
Staff turnover is inevitable. But it’s essential to try to learn more about the reasons why people decide to leave an organisation. Put simply, many people leave their jobs because they are dissatisfied with their current situation, or potentially feel unable to continue.
Every organisation needs to have a strategy in place to support retention of staff.
Ignoring high levels of employee turnover can be very costly; it lowers internal morale, and it could harm an organisation’s external reputation. So, understanding the importance of staff retention is vital.
Mental health in the workplace has changed significantly in recent years. However, there is still more work to be done, particularly by employers.
Employees who feel their manager and the wider organisation care about their personal development are more likely to stay and want it to succeed. Throughout the development of this guide, we spoke to clients who felt underappreciated and indifferent towards their employer, leading to presenteeism (lost productivity that occurs due to an employee working while ill) and absenteeism (missing work due to ill health).
Mental health has also become an important issue to potential customers and stakeholders. Organisations seen to have little interest in the well-being of staff are looked upon negatively. Individuals, and other businesses, are increasingly making consumer decisions by looking at the ethos of an organisation.