Downloading PDF

Prioritising health and wellbeing to improve morale and performance

Prioritising health and wellbeing to improve morale and performance

Home » Case study » Prioritising health and wellbeing to improve morale and performance

Our health and wellbeing strategy has proven to have improved the morale and performance of our staff. It was also recognised by HR Magazine with an award for Best Health and Wellbeing Strategy as part of their HR Excellence Awards.


With staff feeling exhausted after the pressures of the pandemic, staff wellbeing, motivation, morale and mental health were more important than ever. At a time when the NHS is undergoing vast change, we wanted to ensure that our people were well, engaged and motivated in order to deliver high quality work which ultimately impacts on patient services.


The approach was person-centred, focusing on individual needs and preferences balanced with the needs of the team and the organisation. Wellbeing was prioritised as a major part of achieving our strategic and corporate objectives.

We teamed up employee engagement and our workforce data to identify pressing issues and shaped a comprehensive plan of wellbeing activities and interventions. They were broadly framed under physical wellbeing, mental wellbeing and financial wellbeing.

To implement these changes, we employed several enablers:

  • Week-long virtual health and wellbeing festival
  • Training and education campaign to help managers and employees better understand remote working, resilience and physical fitness
  • Weekly wellbeing sessions to discuss tips and resources
  • A trained team of mental health first aiders
  • Enlisting health and wellbeing champions to push from below and members of the board to role model and communicate healthy behaviours from above
  • Embedding health and wellbeing into one-to-ones and appraisal documentation
  • Blogs and intranet forums.


The effect on staff wellbeing was evident in the latest staff survey and workforce data:

-92% said that they did not feel pressured by their manager to come to work when ill

-94% said that they felt empowered to take informed decisions about their health

-number of people saying they had felt ill because of work related stress dropped

-15.5% increase in people who recognised the organisation was taking positive action on health and wellbeing

-18% drop in the number of days lost due to stress, anxiety or depression.

This clearly showed that engaging with employees and acting upon their feedback was positively received, and we were making huge gains with our people’s wellbeing offering.

The health and wellbeing festival had 759 attendees at 42 sessions over the course of the week. The average score was 4.83 out of 5 for overall experience by staff and 4.73 out of 5 for whether staff felt the session had benefited their health and wellbeing.

The network of 14 health and wellbeing champions played a key role in spreading and embedding the corporate initiatives as they connected with colleagues at a local level.

Messages from the board, both in video clips and written blogs, were also received well with people saying that they like the fact that they can relate and feel empowered to do the same.

What is remarkable about this strategy, labelled outstanding by judges, was that it was delivered on a shoestring budget by a generalist team, driven by a passion for its people.

“Judges praised its clear focus on the business issue at hand and the engagement at every angle with its end goal of providing top-quality services to patients.”

HR Magazine

A brilliant session and surpassed all of my expectations.”

“Fantastic session and really helped me to readjust my thoughts.”

Staff feedback on health and wellbeing festival sessions

View all

News and views


Upholding equality, diversity, and inclusion in times of financial cutbacks

Robert Beardall, Inclusion Unit Project Manager, MLCSU As a professional navigating the financial landscape of the NHS and…


New partnership to ensure a robust continuing healthcare assessment service

We are excited to announce a partnership between NHS Midlands and Lancashire CSU’s Personalised Healthcare Commissioning Team and…

Blog News

Navigating new waters: The NHS’s response to financial strain and industrial action

Nicola Ainscough, Head of System Delivery, MLCSU The recent communication from NHS England, referencing the letter titled ‘Addressing…

View all

How we can help health systems

Developing health systems

Acting as an independent and trusted partner within the system to facilitate working across stakeholders and integrate elements of the provider system…

Learn more about Developing health systems
Developing health systems

Workforce resilience and transformation

Supporting systems to build a sustainable and integrated workforce, transforming systems, organisations and the workforce experience to improve resilience.

Learn more about Workforce resilience and transformation
Workforce resilience and transformation

Communications and engagement

Supporting ICSs with approaches to design and deliver effective communication, engagement and behavioural insights as a key enabler for system change and…

Learn more about Communications and engagement
Communications and engagement

Digitally enabled transformation and IT

Digitising care and partnering with systems for the transformation of digitally enabled service delivery (and other supporting processes) across vision, planning and…

Learn more about Digitally enabled transformation and IT
Digitally enabled transformation and IT

PHM analytics and decision support

Applying intelligence-led understanding of the health of the population to support the redesign of care and improve patient and financial outcomes across…

Learn more about PHM analytics and decision support
PHM analytics and decision support

Place and primary care transformation

Supporting providers to work together at a place and neighbourhood level to manage common resources, integrate community teams, improve health and reduce…

Learn more about Place and primary care transformation
Place and primary care transformation

Clinical redesign and provider collaboration

Redesigning how health and care works across England - placing people at the centre of their own health and care and utilising…

Learn more about Clinical redesign and provider collaboration
Clinical redesign and provider collaboration

Personalised healthcare commissioning services

Providing end-to-end funded care services, including patients as active partners in identifying their healthcare needs and then commissioning care to meet these.…

Learn more about Personalised healthcare commissioning services
Personalised healthcare commissioning services

Business enabling services

Delivering a wide range of support functions through transactional services, business partnering and transformation that drives efficiencies and releases value and time…

Learn more about Business enabling services
Business enabling services

Accessibility Tools