Retention of staff in early years and childcare - Print version

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Retaining a skilled workforce

The importance of retaining staff

Retaining skilled and experienced employees is essential for maintaining a high-quality early years and childcare provision. Supporting and developing existing staff is often more cost-effective than recruiting and training new employees, while also helping to create a stable, motivated and experienced workforce.

Employees who feel valued, respected and supported are more likely to remain in their roles. A positive workplace culture that encourages teamwork, recognition and professional development can improve job satisfaction, staff morale and long-term commitment.

Benefits of staff retention

Consistency for children 

A stable workforce provides continuity of care, helping children build secure relationships with familiar adults and supporting their wellbeing, learning and development. 

Stronger relationships with families

Long-serving employees develop trusted relationships with parents and carers, supporting effective communication and strong partnerships.

Improved quality of provision

Experienced practitioners have a deeper understanding of the setting, its policies and the needs of individual children, contributing to consistently high-quality practice.

Reduced recruitment costs

Retaining staff reduces the time and expense associated with advertising vacancies, shortlisting, interviewing, completing pre-employment checks, and providing induction and training.

Stronger team cohesion

Established teams often communicate more effectively, collaborate well and provide greater support to one another, creating a positive environment for children, families and new employees.

Retention of knowledge and skills

Experienced employees hold valuable knowledge and expertise that can be shared with colleagues through mentoring, coaching and modelling good practice.

Higher staff morale

A stable workforce can improve engagement, motivation and job satisfaction, helping employees feel secure and valued.

Better outcomes for children

Experienced practitioners are well placed to identify and respond to children's individual needs, supporting learning, development and safeguarding.

Enhanced reputation

Low staff turnover can increase confidence among families and help attract high-quality applicants when vacancies arise.

Greater return on training investment

Retaining employees ensures the setting continues to benefit from the knowledge, skills and confidence gained through training and professional development.

Effective staff retention helps create a stable, skilled and motivated workforce. By valuing and supporting employees, settings can improve quality, reduce recruitment costs, strengthen relationships with families, enhance teamwork and achieve better outcomes for children. Investing in staff is an investment in the long-term success of the organisation.

The Chartered Institute of Personnel and Development have helpful factsheets [https://www.cipd.org/uk/knowledge/factsheets/turnover-retention-factsheet/]on employee turnover and retention.

Welcoming and introducing new staff

A comprehensive induction helps new employees settle into their role, understand expectations and feel part of the team. It should be planned, structured and tailored to the employee’s role and responsibilities. 

Introduction to the organisation 

New employees should be introduced to: 

  • The background and history of the organisation
  • The organisation’s mission, values and ethos
  • Its vision and future developments
  • How their role contributes to the organisation’s aims and objectives 

Orientation and tour of the setting 

Employees should receive a tour of the setting and be shown: 

  • Their work area or room
  • Equipment, resources and storage areas
  • Staff facilities, including toilets and break areas 
  • Where to store personal belongings
  • Car parking arrangements
  • Staff communication systems and noticeboards
  • Fire exits and assembly points

Organisational expectations 

Employees should understand expectations relating to: 

  • Professional conduct and behaviour 
  • Attendance and punctuality
  • Teamwork and communication
  • Maintaining confidentiality
  • Respecting the rights and dignity of children, families and colleagues 

Key personnel 

Employees should know: 

  • Who they report to and their line management arrangements 
  • Who the team members are and their roles.
  • Who is the Special Educational Needs Coordinator (SENCO)
  • Who are the Designated Safeguarding Lead (DSL) and Deputy DSLs 
  • Who to approach for support, guidance or advice. 
  • Terms and conditions of employment 

Employees should be informed about: 

  • Their employment contract or written statement of employment particulars 
  • Working hours and shift patterns
  • Break arrangements
  • Annual leave entitlement and booking procedures
  • Sickness absence reporting procedures
  • Pay arrangements
  • The probationary period and review process 

Employee relations 

Employees should be made aware of: 

  • Disciplinary procedures
  • Grievance procedures
  • Equality and anti-discrimination policies 
  • Bullying and harassment procedures 

Attendance at meetings 

Employees should understand expectations regarding attendance at: 

  • Staff and team meetings
  • Training sessions
  • Supervision meetings
  • Professional development activities 
  • Meetings with external professionals.

Induction and professional practice

Employees must receive the role-specific information, training and guidance needed to carry out their responsibilities safely, effectively and confidently.

Role specific responsibilities

Employees should be clear about:

  • Their job role and key responsibilities
  • Expected standards of performance and conduct
  • Their probationary objectives and expectations
  • How their performance will be monitored and reviewed

Safeguarding

Employees must understand:

  • The setting's safeguarding and child protection procedures
  • Their individual safeguarding responsibilities
  • How to recognise signs and indicators of abuse or neglect
  • How to record, report and escalate concerns
  • Whistleblowing procedures

Health, safety and welfare

Employees should be familiar with:

  • Health and safety procedures
  • Fire safety and evacuation arrangements
  • Emergency procedures
  • Accident, incident and medication procedures
  • Safe supervision of children and staff
  • Risk assessment processes

Policies and procedures

Employees should be introduced to key policies and procedures, including:

  • Safeguarding and child protection
  • Behaviour management
  • Equality, diversity and inclusion
  • Confidentiality and information governance
  • Data protection and UK GDPR
  • Health and safety
  • Mobile phone and wearable technology, including smartwatches
  • Social media
  • Staff code of conduct

Early years and childcare practice

Where applicable, employees should understand:

Professional standards 

Employees should understand expectations relating to: 

  • Dress code and appearance, including jewellery 
  • Professional boundaries
  • Use of mobile phones and wearable technology 
  • Social media use 
  • Confidentiality requirements.

Training, supervision and professional development 

Employees should be informed about: 

  • Mandatory training requirements
  • Induction training timescale
  • Supervision arrangements
  • Appraisal processes
  • Peer observations and reflective practice 
  • Continuing professional development opportunities 
  • Access to coaching, mentoring and other support 

Outcome of the induction 

By the end of the induction period, employees should: 

  • Feel welcomed and supported within the organisation
  • Understand their role and responsibilities
  • Be aware of key policies, procedures and expectations
  • Know how to keep children safe and promote their welfare 
  • Know where to seek support and guidance
  • Be equipped to carry out their role safely, effectively and confidently

Supervision

Supervision in childcare settings

Supervision is a planned and regular meeting between a manager and an employee that provides dedicated time to discuss their role, practice, wellbeing and professional development. In childcare settings, supervision plays an important role in supporting staff to deliver high-quality care and education, while ensuring children's safety, learning and development remain at the heart of practice.

Regular supervision provides an opportunity for managers and employees to reflect on their work with children and families, celebrate achievements, identify areas for development and discuss any concerns. It also helps managers monitor performance, support staff wellbeing and ensure that safeguarding responsibilities are understood and fulfilled.

Effective supervision should:

  • Take place regularly in a confidential and supportive environment
  • Encourage open and honest discussion about practice, challenges and successes
  • Reflect on the quality of care, learning and development provided for children
  • Review progress against objectives, responsibilities and previous actions
  • Identify training, qualifications and professional development needs
  • Discuss the employee's wellbeing, workload and any support required
  • Provide opportunities to discuss the needs of individual children and families where appropriate
  • Include discussion of safeguarding responsibilities and any concerns
  • Agree clear actions and targets to support continuous improvement

When carried out effectively, supervision helps develop a skilled, confident and motivated workforce, improves the quality of provision and contributes to positive outcomes for children and their families.

Supervision the managers role

Managers play a key role in ensuring supervision meetings are regular, supportive and focused on professional development. Effective supervision provides an opportunity to discuss performance, wellbeing, training needs and any concerns, while also supporting high-quality practice and safeguarding. 

Managers should: 

  • schedule supervision meetings regularly and allow sufficient time for meaningful discussion 
  • create a positive and confidential environment where employees feel comfortable sharing their views, achievements and concerns 
  • prepare for the meeting by reviewing previous supervision notes, agreed actions and any relevant performance information 
  • recognise and celebrate achievements, strengths and positive contributions to the setting
  • discuss progress against objectives, responsibilities and professional development goals 
  • identify training and development needs and agree actions to support continued learning and career progression.
  • provide constructive feedback, offering guidance and support where improvements are needed
  • monitor employee wellbeing and workload, addressing any issues that may affect performance or job satisfaction 
  • discuss safeguarding responsibilities and provide an opportunity to raise any safeguarding concerns
  • agree clear actions, responsibilities and timescales, and accurately record the outcomes of the meeting

By approaching supervision as a supportive and collaborative process, managers can help employees feel valued, motivated and equipped to perform their role effectively.

How managers can prepare for supervision

Example supervision checklist 

The following checklist provides an example framework to support supervision discussions with employees. It is designed to help managers conduct regular, structured and supportive supervision meetings that promote staff wellbeing, professional development, high-quality practice and positive outcomes for children and families.

Use this checklist as a guide to ensure key areas are discussed, actions are agreed and a record of the supervision meeting is maintained.

Before the meeting 

  • Schedule the supervision meeting and allow sufficient time
  • Review notes and actions from the previous supervision
  • Gather any relevant information relating to performance, attendance, training or wellbeing 
  • Identify any topics, concerns or updates that need to be discussed 
  • Ensure a private and confidential space is available

During the meeting 

  • Welcome the employee and create a positive, supportive atmosphere 
  • Review actions agreed at the previous supervision
  • Discuss current responsibilities and workload
  • Encourage the employee to share achievements, successes and challenges 

Performance and development 

  • Recognise and celebrate good practice and accomplishments 
  • Discuss progress against objectives and expectations 
  • Identify any areas where support or improvement is needed
  • Discuss training, qualifications and professional development opportunities 
  • Consider future career aspirations and progression opportunities 

Wellbeing and support 

  • Discuss wellbeing and work-life balance
  • Explore any factors affecting performance, engagement or job satisfaction
  • Identify any support required

Safeguarding 

  • Discuss safeguarding responsibilities
  • Provide an opportunity to raise any safeguarding concerns 
  • Confirm understanding of current safeguarding procedures and requirements 

Action planning 

  • agree clear actions and objectives
  • Identify who is responsible for each action 
  • Set realistic timescales for completion 
  • Confirm any support, resources or training required 

After the meeting 

  • Complete and sign supervision records 
  • Provide a copy to the employee if applicable 
  • Follow up on agreed actions
  • Arrange the date for the next supervision meeting

Manager confirmation:

The manager should sign and date the supervision record to confirm that all relevant areas have been discussed, any agreed actions have been accurately recorded, and the information reflects the discussion that took place.

Employee confirmation:

The employee should sign and date the supervision record to confirm that they have had the opportunity to contribute to the discussion, have reviewed the notes, and understand and agree to the actions and next steps recorded.

Employee preparation for supervision

Employee preparation

Supervision provides an opportunity to reflect on your work, discuss successes and challenges, receive support, and identify opportunities for professional development. Taking time to prepare before your supervision meeting will help you make the most of the discussion and ensure it is meaningful and productive. 

A well-prepared supervision meeting allows you to reflect on your practice, discuss the needs of children, consider your wellbeing, and contribute to decisions about your ongoing development and support. 

Before the meeting 

 Reflect on your practice 

  • Consider what has gone well since your last supervision meeting 
  • Identify any achievements or successes you would like to share
  • Think about any challenges you have encountered and how they have affected your work 
  • Reflect on how your practice supports children's learning, development and wellbeing 

Review the needs of children 

  • Consider any children who may require additional support 
  • Reflect on any safeguarding, welfare, behaviour, SEND or inclusion concerns 
  • Think about strategies that are working well and any areas where you may need further guidance or support 

Consider your wellbeing 

  • Reflect on your workload, wellbeing and work-life balance
  • Consider any factors that may be affecting your performance or job satisfaction
  • Identify any support, resources or adjustments that would help you carry out your role effectively

Review previous actions 

  • Read through the notes from your last supervision meeting 
  • Consider the progress you have made against agreed targets or actions
  • Identify any actions that are still outstanding and any support needed to complete them 

Think about your professional development 

  • Reflect on any training, qualifications or learning completed since your last supervision 
  • Consider the skills and knowledge you would like to develop further 
  • Think about potential training, coaching or career development opportunities you would like to discuss 

Items you may wish to bring 

  • Notes from previous supervision meetings 
  • Examples of achievements or good practice 
  • Questions or topics you would like to discuss 
  • Information relating to safeguarding or child welfare concerns 
  • Details of training completed or future development needs 

During the meeting 

Be prepared to: 

  • Share your successes and achievements 
  • Discuss any challenges or concerns openly 
  • Talk about children's progress, welfare and safeguarding matter. 
  • Ask for advice, guidance or support where needed
  • Reflect honestly on your practice and performance
  • Contribute to discussions about your development and future goals 
  • Agree clear actions and timescales before the meeting concludes 

Preparing in advance will help you play an active role in the supervision process, making the meeting a valuable opportunity for reflection, support, continuous improvement and professional growth. 

Appraisals

Regular staff appraisals provide an opportunity to review performance, celebrate achievements, identify strengths and agree future development goals. Effective appraisals help practitioners feel valued, supported and motivated, contributing positively to staff retention and job satisfaction. 

Appraisals should: 

  • Take place regularly, typically annually, with progress reviewed throughout the year 
  • Be a two-way discussion where staff can reflect on their experiences, achievements and aspirations 
  • Review performance against job descriptions, responsibilities and previous objectives
  • Identify training, professional development and career progression opportunities
  • Discuss wellbeing, workload and any support needs 
  • Recognise and celebrate successes and contributions to the setting 
  • Agree clear, achievable objectives and an action plan for the coming period 

Appraisals work best when they are supported by regular supervision meetings and ongoing feedback throughout the year, rather than being viewed as a standalone annual event. Together, supervision and appraisal processes help create a culture of continuous improvement, professional growth and high-quality practice. 

Benefits of appraisals 

Well-conducted appraisals can: 

  • Improve staff engagement and morale  
  • Staff feeling valued  
  • Support professional development and career progression
  • Identify future leaders within the setting 
  • Improve retention by demonstrating investment in staff
  • Strengthen the quality of teaching, learning and care 
  • Provide opportunities to discuss safeguarding responsibilities and professional conduct 
  • Support workforce planning and succession planning 

In an early years and childcare setting, appraisal discussions should also consider the impact of practitioners' work on outcomes for children and families, ensuring continuous improvement in the quality of provision. 

Appraisals should be used as an opportunity to identify and support practitioners' professional development needs. By discussing strengths, achievements, areas for development and future career aspirations, managers can work with staff to create meaningful development plans that benefit both the individual and the setting. 

Preparing for effective appraisal meetings

Effective preparation helps ensure appraisal meetings are structured, meaningful and focused on supporting employee performance, wellbeing and professional development. Taking time to prepare enables managers to recognise achievements, review progress against objectives, identify strengths and discuss any areas where additional support or development may be beneficial.

Before the appraisal meeting, managers should review previous appraisal records, supervision notes, agreed objectives and any relevant performance information. Consider the employee's contributions to the organisation, progress made since the last appraisal, training undertaken, and any changes in responsibilities or working practices. Managers should also identify key discussion points, gather examples of good practice and be prepared to discuss future development opportunities.

Appraisals should be a two-way discussion, providing employees with an opportunity to reflect on their achievements, challenges and career aspirations. Managers should create a supportive and confidential environment that encourages open and honest conversations. Well-prepared appraisals help ensure clear objectives, development plans and support measures are agreed, enabling employees to continue to develop and contribute positively to the setting.

In early years and childcare settings, appraisal discussions should also consider the employee's impact on outcomes for children, relationships with families, teamwork, safeguarding responsibilities and commitment to continuous professional development.

Appraisal preparation form

Employee appraisal preparation guide

Below is a sample checklist that mangers can use to help employees prepare for their appraisal and make the most of the discussion. Taking time to reflect beforehand can help identify achievements, development needs and future aspirations.

Before the appraisal meeting

  • Review the objectives and actions agreed at your previous appraisal
  • Reflect on your achievements and successes since the last appraisal
  • Consider how you have contributed to the setting, team, children and families
  • Gather examples of good practice, initiatives or responsibilities you have undertaken
  • Identify any challenges you have faced and how you have addressed them
  • Review any training, qualifications or professional development completed during the year
  • Consider any skills, knowledge or areas you would like to develop further
  • Think about any support, resources or guidance that would help you in your role
  • Reflect on your wellbeing, workload and work-life balance
  • Consider your future career aspirations and development goals
  • Make a note of any questions or topics you would like to discuss with your manager
  • Complete any self-assessment or appraisal forms provided

During the appraisal meeting

  • Discuss your achievements and progress against objectives
  • Share examples of positive contributions and successes
  • Discuss any challenges and support needs
  • Be open and honest about your development goals and aspirations
  • Contribute ideas for future objectives and professional development
  • Ask questions and seek clarification where needed
  • Agree realistic and achievable objectives for the coming year

After the appraisal meeting

  • Review the agreed objectives and actions
  • Ensure you understand any expectations, support or development opportunities discussed
  • Keep a copy of the completed appraisal record
  • Take responsibility for progressing agreed actions and development activities
  • Use supervision meetings throughout the year to review progress against objectives

Creating a positive and motivated workforce

High staff morale contributes to a positive working environment, stronger teamwork and better experiences for children and families. Practitioners are more likely to feel motivated and remain in their roles when they are respected, supported and included in the development of the organiation. Organisations can improve staff morale by taking the following steps: 

Create a positive and respectful culture 

Promote a workplace culture in which all employees are treated fairly, respectfully and professionally. Leaders and managers should model positive behaviour, encourage collaboration and address inappropriate conduct promptly. 

Recognise and celebrate achievements 

Regularly acknowledge the contribution that employees make to the setting. Recognition does not always need to involve a financial reward. A personal thank you, positive feedback, acknowledgement during a team meeting or celebration of an achievement can help practitioners feel valued. Remember to recognise everyday contributions as well as significant accomplishments.

Communicate openly and honestly 

Keep employees informed about changes, priorities and decisions that affect their roles. Clear and timely communication can reduce uncertainty and help practitioners feel included. Managers should also provide opportunities for employees to ask questions, raise concerns, and share ideas without fear of criticism. 

Listen to staff views 

Involve staff in decisions about the setting wherever appropriate. Staff meetings, supervision sessions, surveys, suggestion boxes and informal conversations can all provide opportunities for employees to contribute their views. Managers should explain how feedback has been considered and identify any actions that will be taken. This demonstrates that employees’ opinions are taken seriously. 

Provide effective supervision 

Supervision should be planned, protected time away from everyday routines. It should give each practitioner an opportunity to discuss their workloads, their well being, performamce and achievments, any concerns or challenges, career aspirations, safeguarding matters and support their require from their manager/supervisor.

Supervision should be supportive and constructive, rather than simply focusing on tasks or problems.

Support staff wellbeing 

Managers should be alert to signs of stress, fatigue and excessive workload. Encourage appropriate breaks, monitor working patterns and create an environment where employees feel able to discuss their wellbeing.  Where possible, provide access to wellbeing resources, occupational health services or employee assistance programmes. 

Ensure workloads are fair and manageable 

Review how responsibilities are allocated across the team. Employees may become disengaged if workloads are consistently unmanageable or if duties are not distributed fairly.  Managers should also consider whether administrative processes can be simplified to give practitioners more time to focus on children and the aspects of their role that they find most rewarding.

Offer training and professional development opportunities

Provide employees with opportunities to develop their knowledge, skills and confidence. This may include Mandatory training, short courses, the opportunity to study further qualifications, coaching and mentoring, peer observations, shadowing collegaues, progression opportunities. 

Discuss professional development during supervision and appraisal meetings, ensuring opportunities reflect both the practitioner’s interests and the needs of the setting. 

Use practitioners’ strengths 

Take time to identify each employee’s strengths, interests and areas of expertise. Where appropriate, give practitioners opportunities to use these strengths to support colleagues and contribute to the development of the setting.  For example, a practitioner with a particular interest in outdoor learning could help develop the outdoor environment, while someone with strong communication skills could support engagement with parents and carers. 

Provide a thorough induction 

A structured and welcoming induction helps new employees feel supported and part of the team. It should give them a clear understanding of their role, responsibilities, expected standards and the support available to them.  Assigning a mentor or workplace buddy can help new practitioners build relationships, ask questions and settle into the setting. 

Encourage teamwork 

Create regular opportunities for employees to work together, share good practice and learn from one another. Team meetings should have a clear purpose and allow all practitioners to contribute. Team-building activities can also help strengthen working relationships, provided they are inclusive and appropriate for the workforce. 

Be consistent and fair 

Policies, expectations, and procedures should be applied fairly and consistently. Managers should ensure that employees understand what is expected of them and that concerns are addressed promptly and sensitively.  Perceived favouritism or inconsistent treatment can quickly damage trust and morale. 

Provide constructive feedback 

Give employees regular, balanced feedback rather than waiting for an annual appraisal. Feedback should recognise what is going well, identify any areas for development and agree practical actions and support.  Where improvement is required, feedback should focus on the practitioner’s work and behaviour rather than personal characteristics. 

Support a healthy work-life balance 

Where operationally possible, consider flexible approaches to working patterns and requests for leave. Ensure rotas are communicated in good time and avoid unnecessary changes at short notice. Respect employees’ time outside work and carefully consider expectations relating to messages, emails, training and administrative tasks outside contracted hours.

Address problems promptly 

Unresolved concerns can affect the morale and wellbeing of the whole team and may create uncertainty within the setting. Managers should address issues promptly, professionally and fairly to prevent problems from escalating and impacting on staff, children and families.  It is important that managers respond appropriately to concerns such as conflict between colleagues, bullying or harassment, poor communication, unsafe practice, safeguarding concerns, conduct issues and performance difficulties. Taking timely action helps maintain a positive working environment, supports staff wellbeing and ensures high standards of care and education are maintained. 

All employees should be aware of how to raise a concern and understand the procedures available to them, including grievance, whistleblowing and safeguarding processes. Staff should feel confident that any concerns they raise will be listened to, taken seriously, investigated appropriately and treated confidentially wherever possible. 

Creating a culture of openness, trust and accountability encourages staff to speak up early when issues arise. By dealing with concerns consistently and fairly, leaders can strengthen team relationships, improve morale and promote a safe, supportive environment for both children and staff. 

Supporting staff well being

A healthy, supported workforce creates a positive environment for children, families, and colleagues. Promoting staff wellbeing in early years and childcare settings can improve morale, reduce stress, increase staff retention, and foster a positive workplace culture.

Effective wellbeing initiatives should support physical health, emotional wellbeing, positive workplace relationships, and a healthy work-life balance.

Staff who feel valued, supported, and cared for are more likely to remain engaged, motivated, and able to provide high-quality care and education. Small, consistent actions can have a significant impact on wellbeing across the whole team.

Creating a supportive environment

Wellbeing essentials

Simple measures can make a significant difference to staff wellbeing:

  • provide wellbeing baskets stocked with essentials such as hand cream, sanitary products, sunscreen, hair ties, and healthy snacks
  • ensure free access to drinking water, tea, coffee, and fresh fruit
  • create a comfortable, quiet break area where staff can relax and recharge
  • encourage small acts of kindness, such as thank-you notes, recognition cards, or occasional treats
  • consider offering staff a day off or additional leave to celebrate their birthday

Leadership and communication

Strong leadership plays a key role in promoting staff wellbeing.

  • maintain an open-door policy where staff feel safe discussing concerns
  • use supervision meetings to check on wellbeing, not just performance and compliance requirements
  • manage workloads realistically and encourage staff to seek support when needed
  • regularly recognise achievements and celebrate personal and professional milestones
  • create a staffroom "shout-out" wall where parents, children, and colleagues can share positive comments, thank-you messages, and team successes

Promoting work-life balance

Employers can support healthy boundaries by

  • reducing unnecessary administrative tasks where possible
  • ensuring staff are not expected to respond to work-related messages outside contracted hours
  • allowing sufficient time for annual leave, rest, and recovery
  • encouraging staff to engage in activities that support their wellbeing and personal interests

Team activities and wellbeing initiatives

Consider introducing:

  • wellbeing discussions as part of regular staff meetings
  • seasonal wellbeing events, celebrations, or shared team meals
  • opportunities for peer appreciation and team-building activities
  • regular staff wellbeing surveys to gather staff feedback and identify areas for improvement

Creating a comfortable workspace

When reviewing your learning environment, consider how well it supports staff as well as children.

Workstations

As a manager ask:

  • Do staff have suitable spaces to complete paperwork and planning?
  • Are desks, chairs, and equipment comfortable, safe, and practical?
  • Can staff work without unnecessary physical strain or discomfort?

Safe manual handling

Consider:

  • Are staff trained in safe lifting and manual handling techniques?
  • Are heavy items moved safely and appropriately?
  • Are procedures in place to minimise physical strain and prevent injury?

Staff break areas

Review whether:

  • staff have access to a dedicated break space away from children
  • refreshments are readily available
  • the area provides a comfortable environment to rest and recharge

Managing work outside contracted hours

Reflect on whether:

  • staff regularly take work home
  • work-related communication occurs outside contracted hours
  • team members have sufficient opportunities to rest and disconnect from work

Mental wellbeing ideas

As part of staff training and development, consider offering:

  • mental health awareness sessions
  • training on stress management, resilience, and time management
  • mindfulness, meditation, or relaxation sessions
  • information and signposting to confidential counselling and support services

Physical wellbeing Ideas

  • ensure staff have access to suitable seating and ergonomic equipment
  • hold walking meetings where appropriate
  • provide healthy snacks and encourage regular hydration
  • promote regular movement and stretching throughout the working day where possible

Social wellbeing Ideas

  • offer flexible working arrangements where operationally possible
  • create welcoming staff break areas with books, games, or relaxation resources
  • organise occasional social events to strengthen team relationships
  • introduce a positive feedback or recognition board
  • reward teams with wellbeing-focused incentives, appreciation events, or occasional early finishes where possible

Additional support and resources

Further information and mental health support are available from the following organisations:

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