Guidance

Get your board onboard with health and wellbeing priorities

Download our digital resources which share how to effectively gain buy-in from senior leaders to support your health and wellbeing agenda.
Health and Wellbeing

5 March 2020

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This page brings together information and resources about the different roles of senior leaders, their areas of interest, and the statistics you need to build an evidence-based business case.

The health and wellbeing agenda needs to be championed from the top of the organisation.

Download our editable template PowerPoint presentation designed to support health and wellbeing leads when making a case for the health and wellbeing agenda to their board members:

This presentation contains facts, statistics and evidence to support the need to prioritise the health and wellbeing agenda at board level, including:

  • the national health and wellbeing landscape 
  • the clinical case
  • the workforce case 
  • the business case.

Senior leaders have a responsibility to support and champion the health and wellbeing of staff at board level. Our health and wellbeing board role descriptor details the key responsibilities for senior leaders. 

  • Purpose

    As a senior leader you will be expected to understand the impact of staff wellbeing on staff outcomes and patient care, speaking with confidence and commitment about the evidence. You will:

    • support and champion the importance of the health and wellbeing of the NHS workforce
    • be credible, authentic and lead by example to demonstrate your involvement in and practice of wellbeing in the workplace
    • ensure the health and wellbeing of the workforce is considered at the outset of all board discussions or equivalent meetings
    • use and share your knowledge to articulate how staff health and wellbeing is important to deliver broader organisational goals, including improving staff engagement and financial savings
    • be willing to challenge other board/senior members and colleagues to ensure the wellbeing of staff remains a core consideration at all times.

    Key responsibilities

    • Engage, listen and support wellbeing conversations, actively seeking opportunities to provide key wellbeing messages both internally and externally.
    • Have a detailed understanding of what is impacting the wellbeing of your staff at a local level based on staff outcome statistics and employee feedback.
    • Engage with staff at all levels and encourage communications, ensuring that the views of employees are used to effectively influence decisions relating to the wellbeing of the workforce.
    • Be available for staff to discuss wellbeing issues and support staff groups to raise challenges constructively when it impacts on the wellbeing of staff.
    • Act as an example to all staff by actively participating in the wellbeing programme, publicly advocating and encouraging employees to get involved.
    • Establish strong local relationships with those working on the wellbeing agenda (clinical lead and workforce health and wellbeing lead as a minimum), supporting them to shape and achieve their objectives.
    • Commit to influencing this work nationally by sharing your knowledge and expertise across the health system.
    • Shape and support the development of the health and wellbeing lead role, including actively promoting the benefits of the role and its impact on workforce wellbeing.
    • Challenge stigmas associated with physical and mental health by encouraging staff to speak openly about their wellbeing and seek support in the workplace