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{{org_field_name}}

Registration Number: {{org_field_registration_no}}

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Workforce Wellbeing and Support Policy

1. Purpose

The purpose of this policy is to ensure that {{org_field_name}} provides a supportive, safe, and positive working environment that promotes the wellbeing of all employees. We recognise that the physical and mental wellbeing of our workforce is essential in delivering high-quality care to the people we support. Workforce wellbeing is also a key part of safe, effective and sustainable care delivery. {{org_field_name}} recognises that appropriate staffing, supportive leadership, effective supervision, fair work practices, psychological safety and access to timely support help staff to provide safe, compassionate and high-quality care. This policy must therefore be read alongside our duties under Scottish care service legislation, the Health and Social Care Standards, the Health and Care (Staffing) (Scotland) Act 2019, and the SSSC Codes of Practice for Social Service Workers and Employers. This policy sets out the measures in place to support the mental, physical, and emotional health of our employees, ensuring they feel valued, motivated, and resilient in their roles.

We are committed to:

• Fostering a culture that prioritises staff wellbeing.
• Providing access to mental health and emotional support services.
• Ensuring work-life balance and flexible working arrangements where possible.
• Offering training, career development, and supervision to support professional growth.
• Creating a safe and inclusive workplace where all staff feel supported and respected.
• Regularly monitoring and improving our wellbeing support measures.

2. Scope

This policy applies to all:

• Employees working for {{org_field_name}}, including full-time, part-time, and temporary staff.
• Supervisors and managers responsible for supporting staff wellbeing.
• Volunteers, trainees, and agency workers engaged with {{org_field_name}}.
• Contractors, bank staff, sessional workers and any other workers delivering care, support, supervision, management or administrative functions on behalf of {{org_field_name}}.
• Staff working alone, in people’s homes, in the community, remotely, out of hours, or across dispersed care-at-home locations.
• Staff who have caring responsibilities, disabilities, health conditions, pregnancy or maternity needs, menopause-related support needs, or other protected characteristics or personal circumstances that may require reasonable adjustments or additional support.
• Senior leadership and HR teams responsible for policy implementation.

3. Legal and Regulatory Framework

This policy is designed to support compliance with current legislation, regulation, standards and guidance relevant to Care at Home services in Scotland, including but not limited to:

• Regulation of Care (Scotland) Act 2001, which provides the framework for the regulation of care services and the social services workforce in Scotland.
• Public Services Reform (Scotland) Act 2010, which established the current scrutiny and improvement framework for care services through Social Care and Social Work Improvement Scotland, known as the Care Inspectorate.
• Social Care and Social Work Improvement Scotland (Requirements for Care Services) Regulations 2011, including the provider’s duty to ensure that care services are provided in a manner that respects the welfare, safety and needs of people using the service.
• Health and Care (Staffing) (Scotland) Act 2019, including the duty to ensure appropriate staffing for safe and high-quality care, improved outcomes for people experiencing care and, insofar as it affects those matters, the wellbeing of staff.
• Health and Social Care Standards: My Support, My Life, which are based on the principles of dignity and respect, compassion, being included, responsive care, and support and wellbeing.
• Scottish Social Services Council (SSSC) Codes of Practice for Social Service Workers and Employers 2024, which set out the standards expected of social service workers and employers in Scotland.
• Health and Safety at Work etc. Act 1974, which requires employers to protect, so far as is reasonably practicable, the health, safety and welfare of employees and others affected by the organisation’s work.
• Management of Health and Safety at Work Regulations 1999, including the requirement to assess and manage risks to staff health and safety, including work-related stress, lone working, violence, aggression and other foreseeable risks.
• Working Time Regulations 1998, including duties relating to working hours, rest breaks, rest periods and annual leave.
• Equality Act 2010, including duties relating to non-discrimination, harassment, victimisation, reasonable adjustments and equal treatment.
• Worker Protection (Amendment of Equality Act 2010) Act 2023, including the duty to take reasonable steps to prevent sexual harassment of employees in the course of employment.
• Employment Rights Act 1996, as amended, including statutory rights relating to flexible working requests and protection from detriment or dismissal for exercising employment rights.
• Employment Relations (Flexible Working) Act 2023 and related regulations, including the right to request flexible working from the first day of employment and the requirement for employers to consult before refusing a statutory flexible working request.
• Carer’s Leave Act 2023 and Carer’s Leave Regulations 2024, including the right for eligible employees to take unpaid carer’s leave to provide or arrange care for a dependant with a long-term care need.
• Public Interest Disclosure Act 1998, which protects workers who raise qualifying whistleblowing concerns.
• UK General Data Protection Regulation and Data Protection Act 2018, including confidentiality and lawful processing of staff health, wellbeing, absence, occupational health and support records.
• Care Inspectorate quality frameworks and notification guidance, including expectations around safe staffing, quality assurance, self-evaluation, improvement and reporting relevant concerns.

{{org_field_name}} will review this policy whenever there are changes to legislation, regulation, Care Inspectorate guidance, SSSC requirements, employment law or recognised good practice.

4. Workforce Wellbeing Strategy

At {{org_field_name}}, we take a proactive approach to workforce wellbeing, ensuring that our employees receive the necessary support, recognition, and opportunities for growth.

Our wellbeing strategy is linked to safe staffing, staff competence, continuity of care and positive outcomes for people receiving care and support. Managers must consider staff wellbeing when planning rotas, allocating work, responding to absence, reviewing workloads, assessing risk and making decisions about service delivery. Where staffing pressures, workload, travel time, lone working, incidents or other operational matters may affect staff wellbeing or the safety and quality of care, these must be escalated, recorded and addressed promptly.

Our strategy includes:

4.1 Mental Health and Emotional Wellbeing

• We provide access to confidential mental health support services, including counselling and Employee Assistance Programmes (EAP).
• Staff are encouraged to discuss stress or mental health concerns with their manager without stigma.
• We promote a culture of openness, where employees can talk about mental health issues without fear of discrimination.
• Wellbeing champions or mental health first aiders are available within the organisation.
• Managers will respond to mental health, stress or emotional wellbeing concerns in a supportive, confidential and timely manner. This may include a wellbeing conversation, review of workload, temporary adjustments, occupational health referral, signposting to external support, supervision, debriefing, phased return to work or other reasonable support measures.
• Where a member of staff reports work-related stress, burnout, trauma, anxiety or emotional distress, the manager must consider whether an individual stress risk assessment or wellbeing plan is required. The assessment should consider the demands of the role, the staff member’s level of control, support available, working relationships, clarity of role, communication about change, lone working, travel demands and exposure to distressing or challenging situations.
• Staff will not be treated unfairly because they raise concerns about their mental health, stress, workload or wellbeing. Information shared by staff will be handled sensitively and confidentially, except where disclosure is necessary to protect the staff member, people using the service, colleagues or others from harm.

4.2 Trauma-Informed Support

• {{org_field_name}} recognises that staff working in Care at Home services may be affected by trauma, distress, bereavement, abuse, neglect, self-harm, death, serious illness, family conflict, safeguarding concerns, violence, aggression or other emotionally demanding situations. Managers will promote a trauma-informed culture based on safety, trust, choice, collaboration and empowerment.
• Staff who are affected by traumatic or distressing work-related events will be offered timely support, which may include immediate check-in, debriefing, reflective supervision, peer support, temporary adjustments, occupational health advice, counselling or signposting to specialist services.
• Managers will be alert to the possible impact of trauma on staff wellbeing, performance, attendance, confidence and fitness to practise. Supportive action will be taken at the earliest opportunity, while ensuring that people using the service continue to receive safe and high-quality care.

4.3 Physical Health and Wellbeing

• Regular occupational health assessments ensure employees remain fit for their roles.
• Access to ergonomic workplace adjustments to reduce strain and injury.
• Promotion of healthy lifestyle choices, including information on diet, exercise, and smoking cessation.
• Encouragement of regular breaks to prevent burnout, particularly in demanding care roles.
• Rotas and visit schedules will be planned, as far as reasonably practicable, to allow staff to take appropriate rest breaks, travel safely between visits, avoid excessive working hours and raise concerns where planned work is not achievable safely.
• Managers will monitor risks associated with lone working, moving and assisting, infection prevention and control, fatigue, driving, travel between visits, adverse weather, violence and aggression, and the use of equipment in people’s homes. Relevant risk assessments must be reviewed where staff report concerns, after incidents, or where the needs of a person using the service change.
• Staff must report any health condition, injury, medication effect, fatigue or other personal circumstance that may affect their ability to work safely. Managers will respond supportively and consider reasonable adjustments, occupational health advice, temporary restrictions or changes to duties where appropriate.
• Access to flu vaccinations and health screenings where possible.

4.4 Workload Management and Stress Prevention

• Managers will regularly review staffing levels, visit schedules, travel time, staff skills, dependency levels, complexity of care, staff feedback, absence, incidents, missed or late visits, complaints and changes in people’s needs to ensure that workload is safe and manageable.
• Workload decisions will take account of the Health and Care (Staffing) (Scotland) Act 2019 and the need to provide safe, high-quality care while also considering staff wellbeing.
• Staff will be encouraged and expected to raise concerns promptly where workload, staffing levels, visit times, travel time, rota changes, fatigue or operational pressures may affect their wellbeing or the safety and quality of care. Managers must record, assess and respond to such concerns.
• Where work-related stress is identified, managers will use a stress risk assessment approach informed by the HSE Management Standards, including demands, control, support, relationships, role and change. Actions agreed with the staff member must be recorded, monitored and reviewed.
• Flexible working arrangements may be considered where compatible with safe service delivery, contractual obligations, continuity of care and the needs of people using the service. Statutory flexible working requests will be handled in line with current employment law, including consultation with the employee before any refusal.
• Staff with unpaid caring responsibilities may request support, including flexible working, carer’s leave, annual leave or other reasonable arrangements. Requests will be considered fairly and in line with service requirements and statutory rights.

4.5 Supervision and Support Structures

• Regular supervision meetings provide a safe space for staff to discuss challenges and receive guidance.
• Supervision will include discussion of the staff member’s wellbeing, workload, learning needs, competence, confidence, professional boundaries, practice concerns, incidents, safeguarding issues, lone working, and any support required to carry out their role safely and effectively.
• Staff must be supported to prepare for and participate in supervision. Supervision records must clearly identify any agreed actions, support measures, learning needs, risk concerns or follow-up required.
• Where a staff member states that they do not feel able, confident, competent or well enough prepared to carry out any aspect of their work, the manager must respond promptly. This may include additional training, shadowing, mentoring, review of duties, temporary restriction of tasks, supervision, referral to occupational health or escalation to senior management.
• Codes of Practice discussions will be included in induction, supervision, team meetings and learning and development activities so that staff understand their responsibilities under the SSSC Codes and how these relate to wellbeing, safe practice and public protection.
• Reflective practice sessions allow staff to share experiences, learn from colleagues, and build resilience.
• Peer support networks and mentoring schemes are available to new and existing staff.
• Line managers are trained in effective communication, coaching, and support techniques.

4.6 Professional Development and Career Progression

• We offer comprehensive induction training to support new employees in their roles.
• Ongoing skills development and CPD (Continuing Professional Development) opportunities.
• Access to funding and sponsorships for additional qualifications and leadership development.
• Internal promotion opportunities to encourage career progression within {{org_field_name}}.
• Learning and development will include, where relevant to role, safe moving and assisting, medication support, infection prevention and control, adult support and protection, dementia awareness, mental health awareness, trauma-informed practice, lone working, violence and aggression, equality and diversity, professional boundaries, record keeping, confidentiality, communication and SSSC Codes of Practice.
• Staff who are required to register with the SSSC will be supported to meet registration, qualification and continuous professional learning requirements. Managers will monitor registration status, conditions of registration and learning needs as part of supervision and workforce planning.
• Where a member of staff requires additional support to maintain competence or confidence, this will be addressed through supervision, mentoring, refresher training, observed practice, reflective learning or a documented support plan.

4.7 Safe Staffing, Escalation and Staff Wellbeing

{{org_field_name}} will plan and review staffing arrangements to support safe, high-quality care and staff wellbeing. Staffing decisions will take account of the needs, wishes and outcomes of people using the service; the skills, experience and competence of staff; travel time; continuity of care; lone working; staff feedback; absence; incidents; complaints; missed or late visits; and changes in service demand.

Staff must raise concerns promptly if they believe staffing levels, workload, visit times, travel time, skill mix, fatigue or operational pressures may affect the safety or quality of care or their own wellbeing. Concerns may be raised with the line manager, on-call manager, registered manager or senior management.

Managers must respond to staffing and workload concerns promptly and proportionately. Actions may include rota adjustment, additional staffing, reallocation of visits, escalation to commissioners, review of care packages, risk assessment, temporary suspension of non-essential tasks, additional supervision, or notification to the Care Inspectorate where required.

Staffing concerns, actions taken and outcomes must be recorded and reviewed as part of quality assurance, self-evaluation and continuous improvement.

5. Managing Workplace Concerns

5.1 Addressing Bullying, Harassment, and Discrimination

{{org_field_name}} has a zero-tolerance approach to bullying, harassment, sexual harassment, victimisation, discrimination, abuse, intimidation and unacceptable behaviour from colleagues, managers, people using the service, relatives, representatives, professionals, visitors or members of the public.

{{org_field_name}} will take reasonable steps to prevent sexual harassment of employees in the course of employment. This includes promoting a respectful culture, assessing risks, providing clear reporting routes, taking concerns seriously, providing training, acting promptly where concerns are raised and taking steps to prevent recurrence.

Staff can report concerns confidentially to their line manager, registered manager, senior management, HR or through the grievance or whistleblowing procedure, depending on the nature of the concern.

Managers must respond promptly, fairly and sensitively to allegations of bullying, harassment, sexual harassment or discrimination. Where appropriate, action may include risk assessment, safeguarding action, investigation, disciplinary action, support for the affected staff member, changes to working arrangements, referral to external agencies, or notification to the Care Inspectorate, SSSC or another relevant authority.

Staff who raise concerns in good faith will be protected from victimisation or detriment. Malicious or knowingly false allegations may be addressed under the disciplinary procedure.

5.2 Support Following Workplace Incidents

Staff affected by traumatic incidents, verbal abuse, physical aggression, threats, harassment, discrimination, safeguarding concerns, serious injury, death, distressing events, medication incidents, missed care, lone-working incidents or other significant events will receive timely support.

Managers will ensure that immediate safety needs are addressed first. This may include contacting emergency services, arranging medical attention, removing the staff member from the situation, arranging transport, contacting the on-call manager, informing senior management or taking safeguarding action.

Staff will be offered a debrief after significant or distressing incidents. Debriefing will focus on support, learning and prevention, not blame.

Following an incident, the manager will consider whether risk assessments, personal plans, staffing arrangements, lone-working arrangements, training, supervision, environmental controls, communication plans or service agreements require review.

Where an incident has caused or may have caused harm, loss or significant risk, {{org_field_name}} will follow its incident reporting, safeguarding, duty of candour, notification and regulatory reporting procedures.

5.3 Whistleblowing, Raising Concerns and Fitness to Practise

{{org_field_name}} promotes an open culture where staff are encouraged and supported to raise concerns about unsafe, inappropriate, discriminatory, abusive or poor practice. Concerns may relate to staffing levels, missed or late care, poor moving and assisting practice, medication concerns, neglect, abuse, discrimination, professional boundaries, confidentiality, record keeping, management practice or any other matter that may affect safety, dignity, rights or wellbeing.

Staff should normally raise concerns with their line manager or registered manager. Where this is not appropriate, or where the concern is not addressed, staff may use the Whistleblowing Policy or raise concerns with senior management, the Care Inspectorate, SSSC, local authority, Health and Social Care Partnership, Police Scotland, Health and Safety Executive or another relevant authority.

Staff will not be victimised or treated unfairly for raising genuine concerns. Concerns will be recorded, reviewed, investigated where necessary and acted upon proportionately.

Where there are concerns that a worker’s fitness to practise may be impaired, {{org_field_name}} will provide support where appropriate, take action to protect people using the service and make referrals to the SSSC or other relevant authority in line with regulatory requirements.

6. Communication and Employee Engagement

• Regular staff surveys gather feedback on wellbeing and workplace culture.
• Team meetings and forums encourage open discussion about wellbeing initiatives.
• Staff will be consulted about matters that affect their wellbeing, workload, safety, working arrangements and ability to provide high-quality care. This includes consultation about significant changes to rotas, roles, working patterns, policies, procedures, technology, service delivery models or staffing arrangements.
• Staff feedback will be reviewed alongside other quality assurance information, including incidents, complaints, compliments, missed or late visits, absence trends, supervision themes, exit interviews, staff turnover, training records and service-user feedback.
• Where staff raise recurring concerns about workload, stress, staffing levels, travel time, safety, communication or management support, these will be treated as quality and safety information and considered through the service’s improvement planning process.
• A suggestion scheme allows employees to propose improvements to workplace wellbeing.
• An annual workforce wellbeing report is produced, highlighting progress and areas for improvement.

7. Monitoring and Continuous Improvement

Workforce wellbeing will be monitored as part of the service’s governance, quality assurance, self-evaluation and improvement processes.

{{org_field_name}} will monitor, where relevant: staff absence; sickness trends; stress-related absence; staff turnover; exit interview themes; supervision completion; training compliance; SSSC registration and conditions; incidents; accidents; violence or aggression; bullying, harassment or discrimination concerns; missed or late visits; complaints; compliments; staff survey results; flexible working requests; occupational health referrals; and staffing or workload concerns.

Managers will review this information to identify patterns, emerging risks and opportunities for improvement. Where concerns are identified, an action plan will be developed, recorded, implemented and reviewed.

Workforce wellbeing will be reviewed in line with the Health and Social Care Standards, Care Inspectorate quality frameworks, SSSC Codes of Practice, Health and Care (Staffing) (Scotland) Act 2019 and relevant employment and health and safety legislation.

The annual workforce wellbeing report will include key themes, actions taken, learning from incidents and feedback, progress against previous actions and priorities for the next review period.

Where monitoring identifies a risk to safe staffing, staff wellbeing or the quality of care, this will be escalated to the registered manager, provider or senior leadership without delay.

8. Related Policies

This policy should be read alongside:

• Health and Safety Policy.
• Lone Working Policy.
• Moving and Assisting Policy.
• Risk Assessment Policy.
• Safe Staffing / Staffing and Deployment Policy.
• Recruitment and Selection Policy.
• Induction Policy.
• Supervision and Appraisal Policy.
• Training and Development Policy.
• Equality, Diversity and Inclusion Policy.
• Bullying, Harassment and Sexual Harassment Policy.
• Grievance Policy.
• Disciplinary Policy.
• Whistleblowing Policy.
• Adult Support and Protection Policy.
• Incident Reporting and Accident Policy.
• Duty of Candour Policy.
• Absence Management Policy.
• Flexible Working Policy.
• Carer’s Leave Policy.
• Data Protection and Confidentiality Policy.
• Records Management Policy.
• Medication Policy, where staff wellbeing or competence concerns relate to medication support.
• Business Continuity Policy.

9. Responsibilities

The Provider / Senior Leadership Team is responsible for ensuring that sufficient resources, systems, policies and oversight arrangements are in place to support staff wellbeing, safe staffing and compliance with legal and regulatory duties.

The Registered Manager is responsible for implementing this policy, monitoring staff wellbeing, responding to concerns, ensuring appropriate staffing arrangements, promoting supervision and training, reviewing incidents and escalating risks to the provider or relevant authorities where required.

Line Managers and Supervisors are responsible for maintaining regular contact with staff, providing supervision, identifying wellbeing concerns, responding to workload and stress issues, supporting staff after incidents, promoting respectful working relationships and ensuring agreed actions are followed up.

Employees and Workers are responsible for taking reasonable care of their own health, safety and wellbeing and that of others; following policies and procedures; attending training and supervision; reporting concerns, incidents, stress, fatigue, injuries or fitness-to-work issues; and working in line with the SSSC Codes of Practice and organisational values.

All staff are responsible for contributing to a respectful, inclusive and supportive culture where bullying, harassment, discrimination, abuse and unsafe practice are challenged and reported.

10. Policy Review

This policy will be reviewed at least annually, or sooner where there are changes to legislation, regulation, Care Inspectorate guidance, SSSC requirements, employment law, health and safety guidance, organisational structure, service delivery arrangements, or where monitoring, incidents, complaints, staff feedback or inspection findings identify the need for review.

The review will consider whether the policy remains effective in promoting staff wellbeing, safe staffing, equality, inclusion, professional practice, service continuity and positive outcomes for people using the service.

Staff will be informed of any significant changes to this policy and, where required, will receive updated guidance, supervision or training.

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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}}
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