Developing a mental health and well-being strategy
Produced in partnership with Richard Martin of Byrne Dean
Developing a mental health and well-being strategy

The following In-house Advisor practice note Produced in partnership with Richard Martin of Byrne Dean provides comprehensive and up to date legal information covering:

  • Developing a mental health and well-being strategy
  • The scope
  • Who will be driving the initiative
  • Building a business case
  • Assess what you currently have in place

This Practice Note will focus on the preparatory considerations and steps you may want to consider when starting out on a strategy.

The scope

An initial consideration is whether you are looking to do something for your team, which may be large or small, or for a wider part of, or the whole, organisation.

Doing something for the whole organisation would mean greater availability of resource, better alignment of your team with the rest of the organisation and, possibly, an opportunity for your team to be seen to be taking the lead on an important initiative of general benefit. Given the legal case for action it also fits well with your responsibilities to the wider organisation. See Practice Note: The importance of a mental health and well-being strategy for your team—The case for action.

On the other hand, an organisation-wide initiative may mean delay—you will need to get others on board, other people may feel that it more properly sits in their area of responsibility, and want to have control, or, at the very least, be part of the decision-making process. That should ultimately be a way to achieve wider buy-in but may involve delay and also compromise. If you are a senior leader in the organisation then you have an opportunity to (be seen to) be a champion and to use your authority to force action

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