Why line managers do not need to be miracle workers to support staff wellbeing

A recent survey by Sodexo Engage showed that 32% of UK workers were thinking of handing in their resignation this year ¹. But few businesses can afford such turnover levels.

Research has traditionally demonstrated that, as a broad rule of thumb, it can cost a year’s salary to replace an employee, taking into account factors such as advertising, recruitment fees, training and a drop-off in productivity as a newcomer finds their feet.

Some argue that the indirect costs are even greater as the high turnover rates themselves impact on company culture and engagement levels, thus creating a vicious circle. So, a new emphasis on retention to combat this ‘Great Resignation’ is demanding different skillsets from those in middle-management positions.

It is no longer enough for line managers simply to be a reactive middleperson who passes down orders and ensures these are followed. They need to be proactive motivators who make their team members feel wanted and induce optimum performance from them, wholeheartedly supporting their mental and physical wellbeing.

The key quality needed by the modern-day line manager is ‘emotional intelligence’, which refers to the ability to recognise, control and evaluate the emotions of others and to use this awareness to motivate them.

Identifying those individuals with the highest levels of emotional intelligence isn’t necessarily as straightforward as other forms of evaluation, as the quality can’t be captured via psychometric tests. But those who exhibit an easy manner, an ability to control their own emotions and a natural empathy towards others are more than likely to be amongst them.

Even if managers appear lacking in this, a little training can go a long way. This is particularly the case with supporting health and wellbeing, where communicating some basic information and options can have a spectacular effect in triggering behavioural change.

Vitality’s own research has shown that employees who are more engaged with health and wellbeing experience 28% fewer sickness episodes and are 150% more likely to report job satisfaction ³. Furthermore, the reduction in absenteeism is particularly marked with older employees. Our member data shows that highly physically active members aged 60 and over are 51% less likely to be hospitalised each year ⁴.