{"id":9079,"date":"2023-07-14T10:21:00","date_gmt":"2023-07-14T10:21:00","guid":{"rendered":"https:\/\/www.brightmine.com\/uk\/?post_type=resources&p=9079"},"modified":"2026-03-20T09:56:27","modified_gmt":"2026-03-20T09:56:27","slug":"improving-employee-wellbeing-with-line-manager-training","status":"publish","type":"resources","link":"https:\/\/www.brightmine.com\/uk\/resources\/talent-management\/learning-development\/improving-employee-wellbeing-with-line-manager-training\/","title":{"rendered":"Improving employee wellbeing with line manager training"},"content":{"rendered":"\n
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Published: 14 July 2023 | by Hannah Mason<\/strong>, HR data insights analyst at Brightmine<\/p>\n\n\n\n

Line managers play a crucial role in supporting employees with their wellbeing<\/a>. However, an HR & Compliance Centre<\/a> (formerly XpertHR tools and resources) global survey found that most organisations do not offer specific wellbeing training to line managers. Here we explore three key areas of training for employee wellbeing.<\/p>\n\n\n\n

In late spring 2023, HR & Compliance Centre conducted a global survey<\/a> on employee wellbeing, covering 450 organisations operating in the UK and US. The research explored their approaches to employee wellbeing, including the prioritisation, scope, and measuring and monitoring of the effectiveness of, as well as leadership and management involvement in, wellbeing efforts.<\/p>\n\n\n\n

The survey found that employee wellbeing is a key priority for most organisations, with around two-thirds (68.7%) indicating that wellbeing is either a business priority or important within their organisation, deserving of close attention. Around three-quarters (75.3%) reported that executives contribute to the design and implementation of the wellbeing approach, either playing a role in building the strategy or signing off on key decisions.<\/p>\n\n\n\n

But despite these findings, our survey showed that just one-quarter (23.3%) of responding organisations offer specific training to line managers to help them support employee wellbeing. As such, the findings appear to highlight a disconnect between the high-level organisational approach to wellbeing and the processes that are actually in place to enable line managers to support their staff.<\/p>\n\n\n\n

Line managers are often responsible for a range of activities that support employee wellbeing, including:<\/p>\n\n\n\n