Mental health in the workplace: How employers can take a proactive and positive approach
Recent high-profile campaigns have raised awareness about mental health issues and employers should take note. The health of workers is at the top of the business agenda as modern businesses are not just duty bound to offer a safe physical environment, employees should be able to thrive in a workplace that is also supportive of their mental health, not detrimental to it.
Why does it matter now? Poor mental health impacts individuals' overall health, their ability to work, and how they engage with others. It has also been steadily moving up the priority list for years due to various trends including greater public awareness, increasing political interest in mental health, and a push towards increasing corporate responsibility and transparency in business.
Adopting a positive and proactive approach makes good business sense too as countless research studies have shown that companies with effective employee engagement and wellbeing policies perform better, so it’s a good strategy for the bottom line too.
What does ‘mental health’ mean?
Mental health and wellbeing describes our mental state – how we are feeling and how well we cope with day-to-day life. The term covers a wide remit that includes emotional well-being, mental health conditions and a range of mental illnesses. Mental health (like physical health) can fluctuate. It’s also worth noting that everyone’s experience of mental health is different and unique to them.
Is your company culture generally positive or negative towards mental health?
Take a candid look at your company culture and imagine how it feels for someone who is struggling with a mental health condition. Is competitiveness encouraged and are ‘winners’ rewarded or is teamwork and supportiveness the norm? It may not be explicitly defined but are people expected to work at full capacity all the time, to regularly work through lunch or after hours? Or are staff encouraged to take breaks, to ease off after hectic peaks in activity, to take their holidays rather than stockpile days? Do managers generally listen and understand or is there an underlying stigma attached to being open about mental health? These are important questions that require an honest answer.
How up-to-date is your company approach to mental health?
Proactive companies who are ahead of the employee wellbeing curve adopt the latest approaches and are up-to-date on mental health issues. Don’t forget there are productivity gains at stake here, as well as the goal of a fully functional workforce operating at peak performance. How do you currently manage mental health in the workplace? Do you have clear procedures in place? Are your managers and supervisors aware of how to respond to an employee who is showing signs of mental ill heath, or asks for support? What support is actually given? Could you do more?
Is your workplace the catalyst for mental health problems?
Every company has busy times when the workload increases and staff need to do more that usual, however this should be a temporary state of affairs not a permanent requirement to work at full pelt. Putting too much pressure on employees can cause mental health problems such as stress, anxiety and depression; it can also exacerbate underlying issues that were being managed until that person is pushed too hard.
Bear in mind too that as an employer, you should proceed with caution when faced with a member of staff who is absent due to stress - particularly with regard to absence management as this can be closely linked with disciplinary proceedings. Address the individual’s particular personal and medical situation with compassion as this is more likely to result in a good outcome and will also protect your company from a potential claim if the situation was subsequently perceived to have been handled badly.
Do you understand what constitutes a ‘reasonable adjustment’?
With the right support in place, an employee who is living with a mental illness will not be hindered from making a positive contribution in the workplace. In fact, being able to work is good for personal wellbeing as it helps people to feel valued. In some cases, all that is needed is a small adjustment to accommodate an individual’s needs.
Since the Disability Discrimination Act over two decades ago there has been plenty of focus on adjustments to support those with physical conditions. A positive stance can also be adopted for mental illness too. A good starting point is to simply ask the member of staff what suggestions they have that could improve their working environment and aid their mental health. Being open to ideas is one way in which your company can demonstrate its supportive stance.
Are you inadvertently excluding potential employees?
Finally, don’t forget new members of staff coming on board. How comfortable do you think your interviewers, or an interviewee, would be discussing mental health? Do your interviewers know how to respond if it is brought up? Does their response fit with the company stance both morally and legally? Training on this specific issue could be a useful tool within the recruitment process and another way to evidence the company commitment to supporting mental health in the workplace.
Practical steps to promote mental wellbeing
• Introduce a dedicated counselling service or helpline for staff
• Offer training on mental health issues
• Encourage use of positive language when describing mental health
• Create a culture of support and openness so individuals can seek help without fear or stigma
• Review the absence policy and keeping-in-touch arrangements.
Keen to learn more about how you can foster a positive company culture to support the wellbeing and mental health agenda? We’ve teamed up with workplace psychology experts, WeThrive to provide practical guidance for addressing challenges and differentiating your organisation from a company culture perspective. Download the guide now
