At Hopscotch, we believe that supporting the wellbeing of our staff is essential. Everyone deserves to work in an environment where their physical, emotional and mental health are respected, protected and actively supported.
We are committed to creating a workplace culture that values openness, compassion, inclusion and support. Wellbeing is not simply about the absence of ill health. It is about enabling colleagues to feel safe, connected, listened to and able to thrive.
Because our work centres on caring for, supporting and nurturing children, it is especially important that the wellbeing of our staff is supported and enhanced at every opportunity. When our colleagues feel well and supported, they are better placed to provide consistent, compassionate and high-quality care, helping us achieve the best possible outcomes for children and support their families effectively.
Our approach focuses on preventing wellbeing concerns where possible, encouraging early conversations, providing accessible support, listening to employee feedback and recognising individual needs.
Everyone has a role to play in creating a supportive workplace. Managers have a particular responsibility to lead by example and make staff wellbeing an ongoing priority.
Supporting wellbeing is part of our everyday approach, not something we only consider when someone becomes unwell.
Staff have access to:
- Staff can speak to their Nursery Manager, another member of management or People & Development about anything affecting their wellbeing.
- All staff have access to OpenUp for confidential professional mental health and wellbeing support.
- Wellbeing should form part of regular conversations between managers and their teams.
- Staff can contact People & Development directly if they would prefer to discuss something outside their immediate management team.
- These can help identify concerns, triggers and practical workplace support.
- We will consider appropriate adjustments where someone's health, disability, neurodivergence or individual circumstances are affecting them at work.
- Where appropriate, we may seek independent professional advice about how someone's health is affecting them at work and what support may help.
- Our Wellbeing Champions promote positive wellbeing, share resources and signpost colleagues towards appropriate support.
- Staff surveys, supervision and other feedback opportunities help us identify wellbeing themes and areas for improvement.
- We will consider appropriate support, including temporary adjustments or phased returns where needed.
Staff do not need to wait until they are struggling before asking for support. We encourage early conversations wherever possible.
Hopscotch is committed to creating a workplace where mental health and wellbeing can be discussed openly and without stigma.
Mental wellbeing can fluctuate and may be affected by circumstances both inside and outside work. Changes in mood, communication, motivation, concentration, behaviour, attendance or someone's usual presentation can sometimes indicate that additional support may be helpful.
Managers should approach concerns sensitively, without attempting to diagnose someone or making assumptions about their needs.
Stress can arise when people feel unable to cope with the pressures or demands placed upon them.
Workplace factors may include:
- workload or competing priorities;
- unclear roles or expectations;
- insufficient training or support;
- organisational change;
- difficult working relationships;
- bullying, harassment or discrimination;
- working patterns or environmental factors; or
- lack of control over work.
Personal circumstances such as bereavement, caring responsibilities, relationships, financial worries or health concerns may also affect wellbeing.
Managers should take reasonable steps to identify and address work-related pressures. Where someone is experiencing significant work-related stress, a stress risk assessment may be completed to identify contributing factors and agree appropriate action.
Support might include changes to workload or priorities, temporary adjustments, additional check-ins or training, a Wellness Action Plan, changes to working arrangements or Occupational Health advice.
Managers should promote sustainable ways of working by:
- monitoring workloads and workplace pressures;
- ensuring staff can take appropriate breaks;
- encouraging staff to take their annual leave;
- providing clarity around priorities and expectations;
- addressing unreasonable working pressures; and
- supporting employees through periods of change.
Staff should not ordinarily feel expected to respond to non-urgent work communications outside their normal working hours.
All employees have access to our Employee Assistance Programme through OpenUp.
OpenUp provides confidential support with personal or work-related issues that may affect health and wellbeing.
Support includes:
- 1:1 mental health consultations with psychologists by video, telephone or chat;
- guided self-help programmes and wellbeing resources;
- mindfulness and resilience support;
- urgent mental health support; and
- support and coaching for managers.
Staff can access OpenUp directly without permission from their manager or People & Development.
Further information is available through or through the OpenUp platform. We want employees to feel able to discuss physical or mental health concerns that may be affecting them at work.
Staff can speak to their line manager, another member of management or People & Development.
Managers should listen sensitively and avoid making assumptions about how a health condition affects an individual. Employees will only be asked to share information that is relevant to understanding their workplace needs.
Depending on the circumstances, support may include:
- temporary or longer-term workplace adjustments;
- changes to duties or working patterns;
- additional or adjusted breaks;
- changes to communication methods;
- additional structure or management support;
- changes to the physical or sensory environment;
- a Wellness Action Plan;
- a stress risk assessment;
- a phased return following absence; or
- Occupational Health advice.
Adjustments should be discussed with the employee and reviewed to ensure they remain appropriate.
Hopscotch will comply with its duty under the Equality Act 2010 to make reasonable adjustments where a disabled employee would otherwise be placed at a substantial disadvantage.
Employees do not necessarily need a formal diagnosis before discussing support or adjustments with us.
Where additional professional advice would be helpful, Hopscotch may suggest an Occupational Health referral.
Occupational Health can advise on how someone's health may affect their work, appropriate adjustments, return-to-work arrangements and other workplace support.
The referral will be discussed with the employee and appropriate consent obtained.
A Wellness Action Plan is a practical tool that can help an employee and their manager identify:
- factors affecting wellbeing;
- possible triggers or early warning signs;
- practical support or adjustments;
- helpful management approaches; and
- when support should be reviewed.
A WAP is not a medical assessment and does not replace medical or Occupational Health advice.
Health and wellbeing information will be handled sensitively and confidentially and only shared where there is an appropriate need to do so.
We recognise that wellbeing looks different for everyone and a one-size-fits-all approach will not always be appropriate.
We recognise neurodiversity as an important part of human variation and want neurodivergent colleagues to feel understood, valued and supported.
Support may include:
- clear or structured communication;
- additional preparation or structure;
- adjustments to working patterns or duties;
- sensory considerations;
- practical tools such as fidget aids where appropriate; or
- additional management check-ins.
Employees can choose whether to disclose that they are neurodivergent. A formal diagnosis is not required before discussing workplace support.
We recognise that menopause can affect physical and psychological wellbeing, confidence and someone's experience at work.
Managers should approach conversations sensitively and consider practical adjustments where appropriate, which might include flexibility around breaks, temperature or ventilation adjustments, changes to duties or working arrangements, access to drinking water or additional management support.
Nursery roles can involve physical activity including lifting babies and young children, working at floor level and moving equipment.
Staff must follow Hopscotch's Manual Handling Policy and training. Any physical health concerns affecting an employee's role should be raised so that appropriate support, risk assessments or adjustments can be considered. Bereavement, caring responsibilities, relationship difficulties, financial worries and other circumstances outside work can also affect wellbeing.
Staff are not required to disclose personal circumstances, but where something is affecting their wellbeing or ability to work, they are encouraged to speak to their manager or People & Development if they feel comfortable doing so.
OpenUp is also available for confidential support.
Managers should maintain appropriate and supportive contact with employees during sickness absence, taking account of individual circumstances.
Following an absence, a return-to-work discussion provides an opportunity to understand whether further support is needed.
This may include:
- temporary adjustments;
- a phased return;
- amended duties;
- additional breaks or management support;
- a Wellness Action Plan;
- a risk assessment; or
- Occupational Health advice.
Any support should be reviewed with the employee and adjusted where necessary.
Everyone has the right to work in an environment where they are treated with dignity and respect.
Bullying, harassment, discrimination and victimisation are not acceptable at Hopscotch and can have a significant impact on wellbeing.
Employees who have concerns are encouraged to speak to their line manager or People & Development. If the concern relates to their manager, they can approach People & Development or another appropriate senior manager.
Concerns will be managed in accordance with the relevant Hopscotch policies and procedures.
Employee feedback is an important part of our wellbeing approach.
Hopscotch gathers feedback through staff surveys, supervision, team discussions and other channels. We will review themes and use feedback, where appropriate, to inform wellbeing initiatives, management development, working practices and wider organisational improvements.
Staff should feel able to provide constructive feedback and raise concerns without fear of negative treatment for doing so.
Hopscotch aims to have Wellbeing Champions within our nurseries to help promote positive wellbeing and an open and supportive culture.
Wellbeing Champions may:
- promote wellbeing resources and initiatives;
- encourage positive conversations;
- signpost colleagues to available support; and
- support awareness activities.
Wellbeing Champions are not counsellors or medical professionals and do not replace management, People & Development, Occupational Health or OpenUp.
Where someone requires professional or urgent support, they should be signposted to the appropriate service.
- create a positive, inclusive and psychologically safe working environment;
- make wellbeing part of regular management conversations;
- maintain an open-door approach and respond sensitively to concerns;
- monitor workloads and workplace pressures;
- promote healthy working practices and work-life balance;
- consider and review appropriate workplace adjustments;
- support employees experiencing physical or mental health difficulties;
- use Wellness Action Plans or stress risk assessments where appropriate;
- seek People & Development or Occupational Health advice when needed;
- support employees during sickness absence and their return to work;
- promote available wellbeing resources, including OpenUp; and
- challenge stigma, bullying, harassment and discrimination.
Managers are not expected to diagnose health conditions or act as counsellors. Where they are unsure how to support someone, they should seek advice from People & Development.
- contribute to a respectful and supportive workplace culture;
- familiarise themselves with available support;
- raise wellbeing concerns at an early stage where possible;
- participate in discussions about workplace support where they feel able to;
- respect colleagues' privacy and confidentiality; and
- seek appropriate support when needed.
Conversations about health and wellbeing may involve sensitive personal information. Information will be treated confidentially and only shared where there is a legitimate need to do so, for example to implement agreed support or adjustments.
There may be exceptional circumstances where information needs to be shared because there is a serious concern about someone's safety or the safety of others. Wherever appropriate, this will be discussed with the employee.
At Hopscotch, we want everyone to feel safe, supported, included and valued. We recognise that wellbeing is a shared responsibility, but employees should not be expected to manage workplace wellbeing issues alone.
We will continue to listen to our staff, review the support we provide and develop our approach in response to employee feedback and the changing needs of our workforce.
You can find more wellbeing resources here