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DCW109-Mental Health and Wellbeing at Work Policy

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Registration Number: {{org_field_registration_no}}

Mental Health and Wellbeing at Work Policy

1. Purpose

The purpose of this policy is to ensure that {{org_field_name}} promotes a supportive and mentally healthy workplace, recognising that good mental health is essential for staff well-being, productivity, and the delivery of high-quality care. This policy outlines preventative measures, early interventions, and ongoing support to maintain positive mental health for all employees, ensuring compliance with Care Inspectorate Wales (CIW) regulations and best practices.

For domiciliary support services, staff mental health and well-being is directly linked to safe, reliable and person-centred care. {{org_field_name}} will therefore manage staff well-being as part of its wider governance, staffing, quality assurance and risk management arrangements. This includes ensuring that staff are supported, supervised, trained and deployed in a way that enables them to provide care and support safely, consistently and in line with individuals’ personal plans, the service’s statement of purpose and CIW expectations.

This policy supports compliance with the following legislation, regulations, statutory guidance and regulatory expectations:

2. Scope

This policy applies to:

It covers:

3. Commitment to Mental Health and Well-being

{{org_field_name}} is committed to:

3.1 Governance and Accountability

The Registered Manager is responsible for implementing this policy on a day-to-day basis and ensuring that staff mental health and well-being is considered within supervision, appraisal, rota planning, risk assessment, incident review, complaints, safeguarding, quality assurance and service improvement.

The Responsible Individual will maintain oversight of staff well-being arrangements as part of their responsibility for the effective management, oversight and quality of the service. The Responsible Individual will review themes arising from staff feedback, supervision, sickness absence, turnover, complaints, incidents, safeguarding concerns, whistleblowing and quality assurance activity.

Where staff well-being concerns may affect safe staffing, continuity of care, the quality of care and support, or the organisation’s ability to operate in accordance with its statement of purpose, the Registered Manager must escalate the matter to the Responsible Individual without delay and agree any required action.

4. Creating a Mentally Healthy Workplace

4.1 Work-Life Balance and Flexible Working

Requests for flexible working or adjustments will be considered fairly, promptly and individually, taking account of the needs of the employee, the requirements of the service, safe staffing, continuity of care and the needs and personal outcomes of individuals receiving support.

Rota planning will take account of rest periods, annual leave, sickness absence, travel time, call duration, lone working risks and the emotional demands of domiciliary care work. Staff will be encouraged to report where rotas, call patterns, travel expectations or workload pressures may create stress, fatigue or risks to safe care.

4.2 Managing Workloads and Job Pressures

For domiciliary support services, workload reviews must include consideration of:

Managers must take prompt action where workload, rota design, insufficient travel time, repeated missed breaks or excessive emotional demands are contributing to stress, fatigue or risk to staff or individuals.

4.3 Safe and Inclusive Workplace Culture

4.4 Domiciliary Care Rotas, Travel Time and Contractual Arrangements

{{org_field_name}} will prepare and maintain schedules of visits for domiciliary care workers which clearly distinguish care time, travel time and rest breaks where applicable. Travel time must be realistic, taking account of distance, traffic, parking, rurality, weather, and other factors that may reasonably affect travel between visits.

The time allocated for each care visit must be sufficient to enable care and support to be provided safely, respectfully and in accordance with the individual’s personal plan. Where staff report that allocated call times are insufficient, this must be reviewed by the line manager and, where necessary, escalated to the Registered Manager.

Staff must not be expected to routinely absorb unpaid or unrecorded time in order to complete care tasks safely. Concerns about repeated late running, missed breaks, insufficient travel time, or pressure to shorten calls must be treated as both staff well-being and service quality concerns.

Where staff are employed on non-guaranteed-hours contracts, {{org_field_name}} will review contractual arrangements in accordance with the requirements applying to domiciliary support services and will offer alternative contractual arrangements where required.

5. Recognising and Managing Work-Related Stress

5.1 Common Workplace Stressors

Work-related stress may arise from:

5.2 Identifying Signs of Stress and Mental Health Challenges

Managers and staff should look for:

5.3 Work-Related Stress and Mental Health Risk Assessments

{{org_field_name}} will assess and manage work-related stress and mental health risks in the same way as other health and safety risks. Stress risk assessments may be completed at service level, team level or individual level depending on the concern identified.

Risk assessments will consider, where relevant:

Where a stress risk is identified, the manager must agree a written action plan with clear actions, responsible persons and review dates. Actions may include rota adjustments, workload review, additional supervision, debriefing, training, occupational health referral, reasonable adjustments, temporary changes to duties, mediation, safeguarding escalation or review of the individual’s care package.

Where {{org_field_name}} employs five or more workers, significant findings from stress risk assessments will be recorded. Risk assessments and action plans will be reviewed where circumstances change, where concerns continue, following relevant incidents, or as part of routine quality assurance.

6. Providing Mental Health Support and Interventions

6.1 Internal and External Support

Staff may access confidential support through the support arrangements made available by {{org_field_name}}, which may include an Employee Assistance Programme, counselling support, occupational health, trade union support, mental health charities, GP services, NHS 111 Wales, or other appropriate services.

Where an Employee Assistance Programme is available, staff will be provided with details of how to access it confidentially. Where an Employee Assistance Programme is not available, staff will be signposted to appropriate alternative sources of support.

Where work may be affecting an employee’s health, or where a health condition may be affecting the employee’s ability to work safely and effectively, the manager may discuss an occupational health referral with the employee. Occupational health advice will be used to inform support, reasonable adjustments, return-to-work planning and risk assessment.

6.2 Mental Health First Aiders, Well-being Champions and Peer Support

Where {{org_field_name}} has trained Mental Health First Aiders or well-being champions, their role is to provide initial support, listen without judgement, signpost staff to appropriate help and escalate urgent concerns where necessary. They do not replace professional clinical advice, counselling, emergency services, occupational health or management responsibility.

The names and contact details of any Mental Health First Aiders or well-being champions will be made available to staff. Where these roles are not in place, staff will be advised of the alternative support routes available to them.

6.3 Reasonable Adjustments for Employees with Mental Health Conditions

Employees experiencing anxiety, depression, PTSD, or other mental health conditions may receive:

Reasonable adjustments will be considered on an individual basis and may be temporary, long-term or reviewed over time. Adjustments may include changes to working hours, rota patterns, duties, supervision arrangements, communication methods, workload, travel expectations, phased return arrangements, trigger points under absence procedures, or additional support and training.

Managers must not assume that the same adjustment will be suitable for every employee with a mental health condition. The employee’s views, medical advice, occupational health advice where available, the needs of the service and the safety and well-being of individuals receiving care and support must all be considered.

A written record will be kept of agreed adjustments, review dates and any reasons why a requested adjustment cannot be accommodated.

6.4 Debriefing After Distressing Events

Staff may be exposed to distressing, traumatic or emotionally demanding events, including the death of an individual, safeguarding incidents, abuse or neglect, serious incidents, aggression, family conflict, medical emergencies or complaints. Following such events, the manager will consider whether staff require immediate support, a welfare check, debriefing, time away from duties, changes to rota allocation, referral to external support or additional supervision.

Debriefing must be supportive and must not be used as a blame process. Any learning from the event must be considered through the appropriate incident, safeguarding, complaints, quality assurance or supervision process.

7. Reducing Stigma and Promoting Open Conversations

7.1 Encouraging Mental Health Awareness

7.2 Confidentiality and Non-Discrimination

Mental health disclosures will be treated sensitively and confidentially in accordance with data protection requirements. Information will only be shared with those who need to know in order to provide support, manage risk, meet legal obligations, protect the employee or others, or ensure safe care and support.

Confidentiality cannot be guaranteed where there is an immediate risk of harm to the employee, an individual receiving care and support, colleagues or another person; where safeguarding concerns arise; where emergency services need to be contacted; or where the organisation has a legal or regulatory obligation to act.

No employee will be discriminated against, harassed, victimised or treated unfairly because they disclose a mental health concern, request support, request reasonable adjustments, raise a concern, or participate in a well-being process.

7.3 Support Networks, Supervision and Team Communication

{{org_field_name}} will promote peer support, team communication and regular well-being check-ins. Staff will have opportunities to raise well-being concerns through one-to-one supervision, appraisal, team meetings, return-to-work meetings, incident debriefs, staff surveys and direct contact with managers.

Staff meetings will be used to promote open communication, learning, safe practice and awareness of well-being support. Themes affecting staff well-being, such as workload, rota pressures, travel time, communication, training needs, lone working and emotional demands, will be reviewed and acted upon where required.

7.4 Welsh Language and Inclusive Support

Staff may raise well-being concerns, request support or participate in supervision and well-being discussions in Welsh where this is reasonably practicable and in line with the organisation’s Welsh language arrangements.

{{org_field_name}} will take account of employees’ protected characteristics, cultural background, communication needs, neurodivergence, disability, language needs and personal circumstances when providing mental health and well-being support.

Managers must ensure that support is accessible, respectful and non-discriminatory, and that staff are not disadvantaged because they request support, raise concerns or require reasonable adjustments.

8. Training and Development to Support Mental Well-being

8.1 Staff Training

Staff will receive information and training appropriate to their role on mental health and well-being at work. This will include, where relevant:

Staff will not be expected to work outside their competence. Where staff identify that they need additional training, supervision or support to meet the needs of individuals safely, this must be reported to their line manager and acted upon.

8.2 Management Training on Mental Health

Supervisors and managers will receive:

Managers will also receive guidance on:

8.3 Supervision, Appraisal and Continuing Support

Staff will receive supervision and appraisal in accordance with the Staff Support and Development Policy and the requirements for regulated services in Wales. Supervision will provide an opportunity to discuss practice, workload, emotional impact, training needs, professional boundaries, safeguarding, lone working, health and safety, well-being and any support required.

Staff will be encouraged to discuss stress, fatigue, distress, workload pressures or mental health concerns at the earliest opportunity. Managers must respond constructively and must record agreed actions and review dates.

Where a staff member is absent due to stress, anxiety, depression or another mental health concern, a return-to-work discussion will be held sensitively and will consider whether any risk assessment, phased return, occupational health advice, reasonable adjustments or additional supervision is required.

8.4 Boundaries Between Staff Well-being and Support for Individuals

Staff mental health support must not replace the organisation’s responsibilities to provide safe, person-centred care and support to individuals. Where staff well-being concerns affect, or may affect, the delivery of care and support, the manager must review the rota, staffing, supervision, training, risk assessments and personal plans as required.

Staff must not provide emotional or mental health support to individuals beyond their role, competence, training or the individual’s personal plan. Where an individual’s emotional or mental health needs change, staff must report this promptly so that the personal plan, risk assessment, referrals and professional advice can be reviewed.

9. Reporting Concerns and Seeking Help

9.1 How to Report Mental Health or Well-being Concerns

Staff may raise mental health or well-being concerns with their line manager, the Registered Manager, HR, the Responsible Individual, a Mental Health First Aider or well-being champion where available, or another appropriate senior person.

Concerns may relate to the employee’s own well-being, a colleague’s well-being, workload, rota pressures, lone working, bullying, harassment, discrimination, unsafe practice, staffing levels, travel time, call duration, lack of training or any other matter affecting health, safety, well-being or the quality of care and support.

Where a concern may adversely affect the health, safety or well-being of individuals receiving care and support, staff must use the appropriate reporting route, which may include the line manager, safeguarding procedure, incident reporting procedure, complaints procedure or Whistleblowing Policy.

Staff will be supported to raise concerns without fear of victimisation. Anonymous concerns will be considered where possible, but staff should be aware that anonymity may limit the organisation’s ability to investigate or provide direct support.

9.2 Supporting Employees in Crisis

If an employee appears to be in severe distress, at immediate risk of harm, or at risk of harming another person, the manager or senior person present must take immediate action to protect life and safety. This may include staying with the employee where safe to do so, contacting emergency services, contacting the employee’s emergency contact where appropriate, arranging urgent medical support, or removing the employee from duties where there is a risk to them or others.

Consent should be sought before contacting family members or emergency contacts wherever practicable. However, where there is an immediate risk of serious harm, information may be shared without consent where this is necessary and proportionate to protect the employee or another person.

After the immediate crisis has been addressed, the manager must arrange a welfare follow-up, consider whether a stress risk assessment or occupational health referral is required, review whether work contributed to the crisis, and agree any support or adjustments before the employee returns to normal duties.

9.3 Fitness to Work and Safe Care

{{org_field_name}} recognises that mental health concerns do not automatically mean that an employee is unfit for work. However, where there are concerns that an employee’s health may affect their ability to work safely, the manager must consider the risks in a fair, supportive and proportionate way.

This may include a temporary adjustment to duties, increased supervision, removal from lone working, changes to rota allocation, occupational health advice, medical advice, or a temporary decision that the employee should not work until it is safe for them to do so.

Any decision must take account of the employee’s rights, confidentiality, reasonable adjustments, service needs, the safety and well-being of individuals receiving care and support, and the organisation’s regulatory duties.

10. Monitoring, Quality Assurance and CIW Evidence

The Registered Manager is responsible for monitoring the implementation of this policy and ensuring that staff well-being is considered as part of the service’s governance and quality assurance arrangements.

Monitoring will include, where relevant:

The Registered Manager will review staff well-being themes at least quarterly and will escalate significant concerns to the Responsible Individual. The Responsible Individual will consider staff well-being themes as part of oversight, quality assurance and service improvement.

Where staff well-being concerns may affect the quality, safety, reliability or continuity of care and support, immediate action must be taken. Actions and learning will be recorded and used to improve the service.

Evidence of the implementation of this policy may be made available to CIW where appropriate, including anonymised themes from staff feedback, supervision, training, audits, risk assessments and quality assurance activity.

11. Related Policies

This policy should be read in conjunction with:

12. Policy Review

This policy will be reviewed at least annually or sooner where required due to changes in legislation, CIW guidance, Social Care Wales requirements, HSE guidance, organisational learning, inspection findings, safeguarding themes, incidents, complaints, staff feedback, sickness absence trends, workforce pressures or operational changes.

The review will consider whether the policy remains effective in supporting staff well-being, safe staffing, continuity of care, quality of care and compliance with the service’s statement of purpose and Welsh regulatory requirements.

Responsible Person: {{org_field_registered_manager_first_name}} {{org_field_registered_manager_last_name}}
Reviewed on: {{last_update_date}}
Next Review Date: {{next_review_date}}
Copyright © {{current_year}} – {{org_field_name}}. All rights reserved.

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