As a responsible employer, you wonder what sits behind labels such as “stress” and “mental health”. You ask yourself whether the plethora of online tools and training courses will improve MI data and provide the answers?
Because your own life experience tells you performance is an interlocking function of personal and workplace issues that – if undetected – pose a serious risk to our physical and mental health.
As such, you’re ready to respond. But you want a more specialist and purposeful approach to developing your managers. One where early-stage intervention can be nurtured and measured such that many instances of mental ill-health can be prevented altogether.
We like to think we understand. Our journey takes in over two decades of designing and implementing wellbeing support strategies, to more specialist interventions supporting employees experiencing family breakdown. We’ve learned that even a short conversation can make all the difference. This is the skill of The Contemporary Manager.
Experience has taught us that The Contemporary Manager needs the confidence, competence and commitment to deliver early stage intervention:
“It is increasingly important that employers equip their line managers with the skills to manage people in a way that supports their wellbeing – including their mental health. There is a strong business case behind doing this but just as importantly it is a key part of employers’ duty of care to their staff.”
Peter Cheese, CEO, CIPD
Almost half of employees feel their line manager is genuinely not concerned about their wellbeing
BITC’s Mental Health at Work Report 2017