Creating a mentally healthy workplace - Practical steps employers can take to improve employees’ mental wellbeing.

10^th September marks World Suicide Prevention Day, a day where organisations and communities around the world come together to raise awareness of how we can create a world where fewer people die by suicide.

As the cost-of-living crisis escalates in the UK, many will be experiencing increased job stress as we experience heightened financial difficulties. Considering all this, CT Health and Safety are promoting actions that encourage a mentally healthy workplace, to reduce risk to mental health, and proactively provide support for employees.

Employee mental health can be the difference between an organisation’s success, or failure.

In 2019/20, 17.9 million working days were lost due stress, depression, and anxiety (HSE), costing employers an estimated £26bn p.a.  (Open Access Government).

Employee mental health affects productivity, absence, costs, behaviours, conflicts and more. By not addressing mental health in the workplace, the resulting risks could lead to physical and/or mental ill health, as well as suicidal ideation, intent, and behaviour.

Practical steps employers can take to improve the mental wellbeing of your employees.

1. Proactively promote wellbeing for all staff

Promoting wellbeing and proactively tackling the causes of mental health problems will create an environment where staff can feel confident enough to talk to their manager.

Developing a programme of activity to prioritise and promote the discussion of workplace mental health is vital to reassure your employees that their mental health is valued by your organisation. Doing so encourages employees to disclose any issues as they arise, meaning they can be addressed before they escalate.

Encouraging a work/life balance, open-communication, flexible working practices, positive working relationships, and social activities are all a key part of this. By investing in these approaches and promoting them to staff, you send a clear message that their mental health is valued by your organisation.

Senior staff buy-in is vital, as this is often the easiest and most-effective way to send the strongest message to your team, however it is also critical that you involve your staff’s own experiences.

A workplace culture where employees feel allowed, encouraged, and empowered to voice their ideas, and be listened to, is integral to unlocking the potential of your staff, reducing uncertainty, and preventing stress.

When employees feel that their work, and their voice, is meaningful and valued, and when they genuinely believe positive mental health is a fundamental principle of your organisation, genuine change is achievable.

2. Address the causes of work-related mental health problems

Prior to the coronavirus pandemic, the predominant cause of work-related stress, depression or anxiety was workload. In particular, tight deadlines, too much work, or too much pressure or responsibility. Other factors included a lack of managerial support, organisational changes at work, violence or bullying, and role uncertainty (HSE).

To address this, employers need to examine the management, strategies, and policies in place. Effective managers will help employees with their workload, create opportunities for development and promote a culture of open dialogue, all of which will help boost staff mental health wellbeing, improve employee engagement, and boost productivity.

Research shows that managers who offer clarity, appreciate their employees’ contribution, treat their people as individuals and help organise their workload, encourage their employees to feel valued, well-supported, and happier at work. Training management to support staff effectively, recognise mental health issues, and unearth potential triggers such as long hours, high-pressure or unrealistic deadlines will all help employee wellbeing.

Regular one-to-one meetings are vital to provide employees with the opportunity to raise issues at an early stage. Improving the physical environment and publicising support pathways are also beneficial.

It is also worth carrying out a mental health workplace assessment to gain a clear picture of the current state of your organisation. It enables your people to understand the factors that affect their mental health, and what can be done to make improvements.

3.Support staff who are experiencing mental health problems

How you respond to an employee experiencing a mental health problem is a fundamental test of your organisation’s values.

Employees need to see that your organisation lives up to its promises and treats its people well when they need it most. By standing by your people, you not only look after a staff member, but you also send a message to other staff and external audiences that you value them.

Supportive organisations will reap the rewards of loyalty and commitment from their team.

If mental health issues are suspected, or disclosed, the first step is to establish honest, open, and regular communication with the employee. This should be maintained if people take time off for sickness absence, and where possible, this frequency of contact should be agreed before someone takes time away from work.

The Takeaway

Everyone’s experience of mental health is different, so managers should be encouraged to develop personal action plans with their staff. This will help identify the support they need, as well as potential triggers, to avoid issues arising again in the future. Clear policies on phased returns to work and resulting adjustments are also key in reducing the length of the sickness absence.

In recent years, there has been an increase in acknowledgement of the important role mental health plays in the workplace. However, with one in four people experiencing a mental health problem of some kind each year in England (Mind), it remains clear that more needs to be done to improve mental health both in and out of the workplace.

For assistance in managing your workplace mental health, or handling a specific situation please call CT Health and Safety on 07956 074798.