Promoting staff wellbeing in the Early Years

Staff wellbeing in the Early Years

A survey of over 300 Early Years staff revealed that being part of an organisation that values staff wellbeing was the top priority for approximately 80% of respondents. Wellbeing must be a foundational principle in a work environment, rather than an afterthought.

Staff also expressed a need to feel respected, listened to, and involved in decision-making, highlighting that mental health and wellbeing are deeply tied to organisational culture.

The ABC of human needs in the workplace

Three core psychological needs were identified as essential to Early Years staff wellbeing:

• Autonomy
• Belonging
• Competence

Deficits in any of these areas directly impact engagement and performance. Staff need control over their working lives, a sense of connection with colleagues, and opportunities to grow and achieve, all of which leaders can actively cultivate.

The PERMAH model as a framework for flourishing

The PERMAH model was presented as a practical framework for building staff wellbeing, with each pillar offering actionable strategies for leaders:

• Positive emotions
• Engagement
• Relationships
• Meaning
• Achievement
• Health

Notably, loss of meaning and purpose was cited as one of the top reasons staff leave Early Years settings, making intentional investment in each pillar critical.

Practical strategies to improve staff wellbeing

Sustainable wellbeing improvements require understanding behaviour change, with the Fogg Behaviour model emphasising motivation, ability, and prompts as the three levers for shifting habits.

Small, consistent actions were highlighted as accessible starting points, such as:

• Two-minute mindful breathing breaks
• Micro movement sessions to promote physical wellbeing
• Redesigned staff rooms to create a positive atmosphere for rest.

Work-life balance when working with children

The blurring of work and home life was identified as a significant pain point, with practical solutions including compressed hours, staff-managed break schedules, and boundary-setting routines. Leaders were encouraged to model the behaviours they wish to see, particularly around supporting staff to take breaks and switc off.

Managing acute stress in the moment

When stress becomes overwhelming, you need an immediate and effective way to interrupt the stress response before it escalates. This might look like:

• Stepping outside for fresh air
• Practising mindful breathing
• Talking to a trusted colleague

Creating psychologically safe spaces where staff feel permitted to ask for help was emphasised as a structural necessity.