Dr Beverley Flint is a Consultant Clinical Psychologist with over 20 years of experience in the NHS and the private sector. She is the Chief Mental Health Programme Officer at Smart About Health, leading on the development and co-ordination of the mental health sessions, trainings and programmes. In recent years, her focus has been on supporting businesses to address employee mental health and wellbeing in a meaningful and effective way. Prior to this, during her time with the NHS, Bev provided input to individuals and multi-disciplinary teams in the context of long term physical health conditions, weight management, as well as within an adult autism diagnostic service.
We are delighted that Bev will be speaking in Manchester as part of our UK Summit. We caught up with her to find out how she’s feeling in the runup to the event.
Hi Bev, we are thrilled that you will be speaking at the Wellbeing at Work UK Summit in September. Our first and most important question is, how are you doing today?
Good thanks! Can’t complain. You?
As a leader based in the region, what are the main challenges you are facing when it comes to employee wellbeing and mental health?
I see many organisations and decision makers struggling to know how best to spend their time and resources on employee wellbeing and mental health. Too many provisions are tokenistic, with no evidence-base behind them, but we recognise that it is difficult to know what to do for the best of a diverse workforce. We are also supporting many organisations who are experiencing organisational change, from restructure to preparing a workforce for the introduction and impact of AI, for example.
What strategies have you seen developing over the past 6 months, both internally and externally, that are moving the dial on wellbeing in the workplace?
There is growing recognition that targeted workforce wellbeing initiatives are not just a nice-to-have, but a strategic advantage. A key focus is equipping managers to lead on wellbeing, building their confidence in using ‘soft skills’ and supporting them to handle potentially challenging conversations about mental health. At the same time, fostering workplace cultures where staff can thrive, develop, and progress in their careers brings clear benefits: increased productivity, stronger loyalty, and higher retention of talent. These positive outcomes also enhance organisational reputation, making it easier to attract new talent. Preventative, proactive strategies, such as educating employees about their health needs, designing neuroinclusive work environments, and empowering managers to lead with compassion and authenticity, are proving their value, and more organisations are now embracing this forward-thinking approach to workplace wellbeing.
Why is employee wellbeing so important to you personally?
Your workforce is your greatest asset. Without them, there’s no business. Showing genuine care isn’t just nice, it’s non-negotiable for success. I’ve worked under both great and terrible managers, in thriving and toxic cultures, and I can tell you: the impact on my productivity and wellbeing is immediate and real. We spend a huge chunk of our lives at work, and most of us simply want to feel valued. When we do, we give our best, stay loyal, and go the extra mile. It’s simple: value your people, and they’ll power your success.
What impact is AI having in your organisation and how are you managing that?
I’m a big fan of AI myself, but I’ve seen first-hand how its arrival can spark anxiety in the workplace. Many of our clients come to me because their teams are feeling unsettled, whether AI is already being introduced or just on the horizon. My role is to help managers and leaders navigate that uncertainty, preparing their workforce through open communication, transparency, and genuine engagement. Ensuring that AI is used in an appropriate and ethical manner is crucial, which is always on my mind when I take advantage of it as a valuable resource.
Other than AI, are there any challenges that you are seeing for the first time and how are you addressing them?
We’re seeing more organisations reduce or remove remote work options, often with little or no clear explanation, and it feels like a step backwards. The flexibility that the pandemic normalised has been a lifeline for many: working parents, carers, people with long-term health conditions, neurodivergent employees, and those with punishing commutes, to name just a few. Forcing a return to the office five days a week without a solid rationale is driving up staff turnover. If leadership believes office presence is essential, they should explain why openly and transparently, and be willing to accommodate individual circumstances. That balance of clarity, understanding, and flexibility is what sustains loyalty and performance. That said, for employees new to the workforce, there are clear benefits to learning about your role when in situ, and surrounded by colleagues that you can learn from. Balance is key here.
What areas do you think employers should be focused on over the next 12 months?
Proactive mental health support, moving beyond crisis response to prevention, through education, early intervention, and creating psychologically safe workplaces. Manager capability: equipping leaders with the ‘soft’ skills to have open, compassionate conversations, spot signs of burnout, and support staff through change. Flexibility and autonomy, recognising diverse needs, including remote/hybrid options, flexible hours, and job design that supports work–life balance. Neuroinclusion, ensuring environments, processes, and communication styles are inclusive for neurodivergent employees. Workload and boundaries: addressing overwork culture by encouraging healthy boundaries and realistic expectations. Connection and belonging: fostering strong workplace relationships and inclusion, especially in hybrid or dispersed teams. Purpose and growth – helping employees feel their work is meaningful and offering clear opportunities for development. The organisations that will thrive are those that see wellbeing not as an add-on, but as an integral part of business strategy that drives retention, productivity, and reputation. Let’s make work good for our health!
Do you feel that investment in employee wellbeing in the region is increasing or decreasing and is that a direct reflection on HR leaders’ increasing ability to demonstrate effective returns of their strategies to leadership?
Overall, investment in employee wellbeing is holding steady in some sectors but increasing in forward-thinking organisations, and yes, part of that is linked to HR leaders becoming more skilled at demonstrating ROI. The evidence is now harder to ignore: well-designed wellbeing strategies are associated with lower turnover, reduced absenteeism, higher engagement, and stronger employer brand. The CIPD’s latest Health and Wellbeing at Work survey, for example, shows that organisations with a strategic approach to wellbeing are more likely to report improvements in retention and productivity. What’s also shifting is the conversation at leadership level, from wellbeing as a ‘cost centre’ to wellbeing as a driver of business performance. HR leaders who combine robust data (such as sickness absence trends, retention rates, and engagement scores) with compelling human stories are finding it easier to secure investment. That said, in sectors under financial strain, budgets are being squeezed, so the ability to clearly link wellbeing initiatives to measurable business outcomes is becoming not just useful, but essential.
How has your organisation been leading the way?
Smart About Health is leading the way by taking a proactive, evidence-based approach to workforce wellbeing. We don’t just deliver one-off initiatives, we partner with organisations to embed health and wellbeing into their culture and strategy. That means equipping leaders and managers with the skills to have open, constructive conversations about health, supporting them to address issues early, and building psychologically safe workplaces where employees feel valued and supported. We also ensure our programmes are inclusive, with a focus on neurodiversity, mental health, and the diverse needs of a modern workforce. By combining expert clinical insight with practical tools and measurable outcomes, we help organisations not only improve wellbeing, but also strengthen engagement, retention, and productivity. The result is a healthier workforce, and a healthier bottom line. We want to help our partner organisations ensure that work is good for the health of their workforce.
Bev will be speaking in Manchester at the Wellbeing at Work Summit UK.
Our London Summit takes place on 23rd September. Visit our London webpage for further details and to book your tickets.
Our Manchester Summit takes place on 25th September. To find out more about our Manchester Summit and book your tickets please visit our Mancherster webpage.
