How can I boost team morale?

Work must be done at a team and an organisational level

Billy Palmer, Nuffield Trust senior fellow, says, “We know from our analysis of staff survey data that the gulf in job satisfaction between the NHS’s youngest and oldest staff is widening.1 Clinicians aged 21-30 are far less likely to look forward to going to work than those of a similar age a decade ago, whereas this has plateaued or improved for all other age categories. A lack of satisfaction with pay and work-life balance, as well as increasingly feeling unwell because of work related stress, seem to be contributing to the negativity for this younger age group.

“While many studies on improving morale lack methodological rigour, there seems to be reasonable weight behind many interventions, with some of those long standing. A 2006 literature review on nursing morale highlighted the importance of both intrinsic (professional respect, skill development, workplace relationships, patient care) and extrinsic (organisational structures, leadership approaches, communication, staffing) factors.2

“Influencing morale is complex, however. It is generated not only within a team but also at individual, professional, and organisational levels. And many things impact it, including employers, colleagues, managers, politicians, arm’s length bodies, regulators, professional associations, and unions. That many of these have arguably under-prioritised morale could be at the heart of the problem.

“There is some cause for optimism, however. The 2023 NHS staff survey3 suggested positive, if moderate, improvements in how respondents thought their manager encouraged them at work. And further approaches are being proposed, with a recent article asserting the ‘benefits of banter’ for morale—albeit, and in keeping with the NHS zeitgeist, with a checklist for doing so appropriately.4

“Given the clear case for boosting the morale of healthcare staff—and with some levers to doing so already identified—it is a lack of collective and coordinated will to improve the situation that seems to be a key barrier.”

Recognise small victories

Divpreet Sacha, general practice specialty registrar, Birmingham and Solihull, says, “Team morale can boost productivity at work and impact job satisfaction and overall wellbeing. In the NHS, however, we often find ourselves stretched thin with minimal staff, which leaves little opportunity for team bonding and connection. The atmosphere can feel chaotic, and we’re often running around like headless chickens.

“Boosting team morale is so important, but it can be challenging because of limitations in time and resources. This raises the question: how can we foster a more supportive environment?

“One small but meaningful action I take is to offer a genuine compliment to a colleague each day. This usually involves acknowledging their achievements—such as effectively managing a challenging consultation or sticking to their schedule, something that can be quite rare in our environment.

“Recognising these small victories not only lifts their spirits but also encourages positive interactions that enhance team morale. It creates a ripple effect; when one person feels appreciated, they are more likely to share that positivity with others, fostering a culture of recognition and support.

“Additionally, if I notice a team member seems down or overwhelmed, I make an effort to check in with them. I understand it can be tough when you’re swamped with your own tasks, and there’s a concern that reaching out might slow you down. However, a simple ‘Are you okay?’ can mean a lot to someone who’s struggling. Just by showing that you care, you can help them to feel supported. Even if they don’t share much, these small gestures can strengthen our sense of camaraderie and uplift team morale.

“With the increasing pressures in the NHS, it’s essential to look out for one another and provide support. That’s why implementing small and effective daily practices can have a big impact.”

Encourage people to take their breaks

Jessica Holden, policy adviser, the King’s Fund, says, “The working environment and whether or not employees feel valued at work are two key factors which contribute to team morale. We know that staff at all levels are under extreme levels of pressure, and that all too often basic practices around healthy working cultures can go out of the window.

“Ensuring your workplace environment and team ethic is one that prioritises breaks and rest and consciously expresses support and compassion is an essential factor in protecting staff health and wellbeing and making the best use of the team’s skills.

“Making sure that staff take their full recommended breaks in an adequate space (ideally somewhere they can’t be interrupted by work demands) and prioritising this as part of the service culture is important. Many staff feel unable to take their breaks because of high workloads or because of cultural norms in their teams that can fuel feelings of guilt and responsibility.

“Not taking breaks is detrimental to both staff and patients, and can compromise safety of care. Spreading the message that staff should be taking their breaks as a priority and helping to normalise this across the team is important.

“Poor rostering practices also have a negative impact on staff mental health and team morale. If you have responsibility for team rostering, some key things to consider that often get missed are allowing adequate recovery time after night shifts and fair management of requests.

“Wherever possible, staff rota requests should be met—this is vital for making sure staff feel valued as team members and are able to maintain a healthy work-life balance. Fatigue impacts on health and wellbeing and this should be taken into account when rostering—staff should have sufficient time to recuperate between shifts. Improving rostering practices is part of fostering a compassionate and inclusive workplace culture which is essential for good team morale.”