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A brief overview of why this topic matters for staff wellbeing in prison services.
Regular check‑ins help staff raise any concerns early, and managers play an important role in creating a healthy work environment. Managing people is a demanding responsibility, and the way managers lead can directly affect employee health, stress levels, and engagement.
Managers also face pressures of their own and often experience the same challenges as their teams. Research across Europe consistently shows that management style is one of the main factors contributing to workplace stress. While managers are central to supporting staff wellbeing and engagement, many do not receive enough training or support to develop the people‑management skills they need.
The behaviour of a manager and the team culture they build strongly shape how employees experience their work, including their wellbeing and their connection to the wider organisation. Because of this, organisations should look for practical ways to strengthen and support their managers. Giving them the skills, confidence, and tools to lead people well benefits staff, improves manager wellbeing, and strengthens the organisation as a whole.
Optional ideas informed by the EuroPris Staff Wellbeing Expert Group to help you explore the topic further and adapt approaches to your own prison service.
Creating a culture of wellbeing does not come from policies alone. It is shaped through the everyday actions of line managers. As the people staff speak to most often, managers strongly influence how employees feel at work, whether they feel heard, supported, valued, and able to succeed.
This section sets out practical steps managers can take to make wellbeing part of normal working life. It focuses on what effective, compassionate, and confident management looks like in daily interactions. With the right skills, the right environment for conversation, and an understanding of each team’s needs, managers can make a real and lasting difference to staff wellbeing and organisational culture.
Integrate Wellbeing into Regular Conversations
Make wellbeing part of routine one‑to‑ones.
Focus on listening, exploring concerns, and understanding the issue rather than trying to solve everything immediately.
Use a Person-Centred Approach
Tailor discussions to individual circumstances.
Consider five core drivers of wellbeing: health, leadership, environment, relationships, and purpose.
Create the Right Conditions for Dialogue
Choose a private space where conversations can happen without interruption.
Be fully present, genuine attention builds trust.
Keep discussions focused on a few priority areas so they remain manageable.
Build Manager Skills
Provide training on wellbeing conversations, managing stress, mental health awareness, and trauma‑informed practice.
Strengthen skills in open communication, early intervention, conflict management, and self‑awareness.
Equip managers with simple tools, guidance, and action plans they can use with their teams.
Review policies and processes to ensure they are clear, joined‑up, and supportive of mental health.
Ensure managers understand the wider support available and can direct staff to the right help.
Support Work-Life Balance
Promote flexible working where possible.
Offer paid time off or flexibility for staff with caring responsibilities.
Consider school hours and holiday patterns when allocating shifts or approving leave.
Stay in touch with colleagues during maternity or parental leave and support a smooth return to work.
Motivate and Retain Staff through Good Leadership
Provide leadership training focused on communication, conflict resolution, team management, and recognising contributions.
Support managers to offer regular feedback, development opportunities, and appropriate praise.
Include psychological support and burnout prevention in leadership development.
Encourage managers to use a personalised approach to motivation, helping build loyalty, stability, and long‑term engagement.
"In a prison environment, managers have a major influence on staff wellbeing, and giving them the skills and support to lead well strengthens trust, reduces stress, and helps teams work safely and confidently."
Short examples from the EuroPris Staff Wellbeing Expert Group members showing how wellbeing is being supported across European prisons.
A small selection of materials identified by Expert Group members to support reflection and learning. These are optional starting points rather than endorsements.
Corporate Comms (2021). What are your responsibilities as a line manager. [online] YouTube. Available at:
https://www.youtube.com/watch?v=vTNPKmOHkZ8
Mind (n.d.). Wellness Action Plan Guide for people working in a workplace. [online] Available at:
https://www.mind.org.uk/media/lbahso3x/mind-wellness-action-plan-workplace.pdf
Spicer, A. (2024). Work ‘wellness’ programmes don’t make employees happier – but I know what does. The Guardian. [online] 17 Jan. Available at:
https://www.theguardian.com/commentisfree/2024/jan/17/work-wellness-programmes-dont-make-employees-happier-but-i-know-what-does
Do you have a tool, example, or suggestion related to this topic?
We’re always looking for new ideas and real-world experiences to expand and improve this handbook.
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