Awareness around mental health challenges in the workplace has grown significantly in recent years, but the approach to addressing those problems is still uncertain.
Communication should be the first step to solving any mental health problem; staff need to feel that they are able to openly discuss their issues with their managers and colleagues, and that these concerns will be listened to and addressed.
However, while employers are perhaps aware of their legal responsibilities – mental health is covered by the Health and Safety at Work etc. Act 1974 and the Management of Health and Safety at Work Regulations 1999 - many are avoiding carrying out their responsibilities via open conversations with employees. But why?
Stigma and misconceptions: mental health issues are still stigmatised in many societies, leading to misunderstandings, biases, and reluctance to openly discuss them. This stigma can extend to the workplace, causing employers to avoid addressing mental health concerns for fear of negative repercussions or perceptions.
Lack of awareness: some employers may simply not be aware of the significance of mental health or the impact it can have on employee wellbeing and productivity. They may not have access to comprehensive information or resources that promote understanding and support for mental health in the workplace.
Limited resources: smaller businesses or organisations with limited resources may struggle to implement mental health programs or initiatives due to financial constraints or lack of dedicated personnel. They may prioritise other pressing issues or perceive mental health as a lower priority.
Fear of liability: employers might be concerned about legal implications or potential liability associated with discussing mental health in the workplace. They may worry about inadvertently revealing confidential information or being held responsible for the wellbeing of their employees.
Organisational culture: in some workplaces, there may be a prevailing culture that values productivity and toughness over wellbeing and emotional support. This can discourage open discussions about mental health and create an environment where employees feel uncomfortable seeking help or disclosing their struggles.
It's important to note that while some employers may not be actively addressing mental health, others have recognised its importance and are taking steps to promote wellbeing, implement support systems, and create inclusive environments. The shift toward recognising and prioritising mental health in the workplace is ongoing, and many organisations are gradually realising the benefits of fostering a mentally healthy workforce.
Are employers aware of the consequences of failing to talk?
Looking after physical safety has been with us for many decades. Employers with more than five employees must have a health and safety policy and for all employers there are obligations under the Health and Safety at Work etc. Act 1974 and the Management of Health and Safety at Work Regulations 1999 (MHSW Regulations). What is often overlooked is that this applies to mental health too.
Some employers may be well aware of the potential consequences of not complying with their duties, others may not fully grasp the impact of ignoring mental health issues. It’s important to recognise that not addressing mental health can have several negative implications for both employees and the organisation as a whole:
Decreased productivity: mental health problems can significantly impact an employee's ability to focus, concentrate, and perform at their best. Ignoring these issues can lead to decreased productivity and efficiency, affecting the overall output and success of the organisation.
Increased absenteeism and presenteeism: untreated mental health issues can result in increased absences from work. Employees may also engage in presenteeism, where they physically show up but are unable to function at their full capacity. This can further reduce productivity and result in a loss of work hours.
Higher turnover and recruitment challenges: employees who feel unsupported or experience excessive stress due to unaddressed mental health concerns may be more likely to leave the organisation. High turnover rates can lead to increased recruitment costs, loss of institutional knowledge, and disruptions in team dynamics.
Negative workplace culture and morale: failing to address mental health concerns can contribute to a negative work environment, erode employee morale, and damage overall workplace culture. It can create a climate of fear, silence, and mistrust, hindering effective teamwork and collaboration.
Legal and ethical implications: neglecting mental health concerns in the workplace can potentially result in legal liabilities, particularly if an employer fails to meet their duty of care to employees or violates labour laws related to discrimination or workplace safety. Employers have a responsibility to provide a safe and supportive work environment for their employees.
It is in the best interest of employers to recognise these implications and actively address mental health in the workplace. By fostering a mentally healthy environment, employers can promote employee wellbeing, productivity, and satisfaction, ultimately benefiting the organisation as a whole.
Employers can take several steps to initiate conversations around mental health and create a supportive workplace environment. Here are some actions they can consider:
Raise awareness: start by increasing awareness about mental health through educational campaigns, workshops, or training sessions. Provide information about common mental health challenges, how to recognise signs of distress, and available resources for support.
Foster an open and inclusive culture: create a workplace culture that encourages open dialogue, trust, and empathy. Ensure that employees feel safe and comfortable discussing their mental health concerns without fear of judgment or reprisal.
Implement mental health policies: develop and communicate clear policies that support mental health and wellbeing. These policies can include flexible work arrangements, reasonable accommodation for employees with mental health conditions, and guidelines for managing work-related stress.
Provide training for managers: equip managers with the knowledge and skills to identify signs of mental health issues, have supportive conversations, and appropriately refer employees to available resources. Managers play a crucial role in promoting employee wellbeing and creating a supportive work environment.
Offer confidential resources and support: provide confidential resources such as Employee Assistance Programs (EAPs) or counselling services that employees can access for mental health support. Ensure that employees are aware of these resources and how to access them.
Normalise conversations about mental health: encourage open discussions about mental health in team meetings, newsletters, or internal communication channels. Share personal stories or testimonials from employees who have sought help and benefited from it, fostering a culture of acceptance and support.
Train employees in mental health literacy: offer training or workshops to employees to enhance their understanding of mental health issues, reduce stigma, and promote self-care strategies. This can help create a supportive network within the organisation.
Lead by example: leaders and managers should demonstrate their commitment to mental health by openly discussing the topic, taking care of their own wellbeing, and encouraging a healthy work-life balance. When leaders prioritise mental health, it sets a positive example for the rest of the organisation.
Evaluate and adapt: regularly assess the effectiveness of mental health initiatives and programs through employee feedback, surveys, or focus groups. Use this information to refine and improve strategies, ensuring they meet the evolving needs of employees.
By taking these steps, employers can lay the foundation for meaningful conversations around mental health, promote a supportive workplace culture, and improve the overall wellbeing and productivity of their employees.
International Workplace’s Mental Health in the Workplace: A Line Manager’s Guide offers further guidance on an employer’s duties and how organisations can better support individuals with mental health problems to remain and thrive in work.
The IOSH Managing Occupational Health and Wellbeing course, delivered by International Workplace, covers:
A healthy company: understand how to manage the health and wellbeing of workers and have more effective discussions regarding their health needs.
Health risk management: explore what health management is and why it makes good business sense to manage occupational health and wellbeing in the workplace.
Fitness for work: understand non-related physical and mental health conditions and how this impacts employees’ fitness for work.
Wellbeing: How wellbeing adds value to the organisation and how to promote healthy lifestyles and positive mental health to enable a healthy workplace culture