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Employees will clearly benefit from workplaces that promote and protect their psychological health and safety. For employers, the business case rests on four main parameters – enhanced cost effectiveness, improved risk management, increased organizational recruitment and retention as well as corporate social responsibility In 2015-16, work-related stress accounted for 37 per cent of all work-related ill health cases and 45 per cent of all working days lost due to ill health. The total number of working days lost due to work-related stress, anxiety and depression was 9.9 million days, an average of 24 days lost per case. However, according to data from Mind, 95 per cent of employees who have taken off time due to stress named another reason, such as an upset stomach or headache. When you ask someone about their health, isn’t it true that you’re thinking just about their physical health? Is being physically healthy enough to classify yourself as healthy? Organisations should have assessed the mental health needs of its employees, understands where improvements are needed and identified clear objectives for development, along with the business case for doing so. Those with a long-term mental health condition lose their jobs every year at around double the rate of those without a mental health condition, and at a much higher rate than those with a physical health condition – amounting to around 300,000 dropping out of the labour market annually. Mental health is a major priority for employees –– especially for the next generation of workers. According to a report by A.T. Kearney, 46% of Gen Z workers (born between 1997 and 2015) are “very much” concerned about their mental health. Hybrid working models are also breaking down strict lines between work and personal lives.



Government policy has increasingly called out the responsibility of employers to safeguard the mental health of their employees, but firm incentives have not, as yet, been implemented. Recognising when someone may be unwell and offering support and assistance can help employees to manage work demands. Early intervention may prevent the employee from becoming ill, taking long-term sick leave or from needing to submit a workers’ compensation claim. Early intervention also benefits the team as it helps to maintain optimum team cohesion and functioning. Perhaps you have a typically sociable employee who is withdrawing, or a colleague who usually eats substantial meals skipping lunch and working through. Noticeable changes in behaviour are a sign that something may not be right. The explosion of smartphone health apps has led to a huge number of apps for mental health and wellbeing – but how good are they? With the close of the NHS Health Apps Library, there’s no longer a trusted go-to resource for identifying high quality apps. Organisations can make sure their employee benefits package provides support for Wellbeing for HR today.

Strengths And Limitations

Imagine if someone has clinical depression, is struggling with addiction, going through a rough patch in their life, or is just having a crap day and just needs to get mad and cry. Now, add pressure on top that they need to be positive and push through it. What does that do to a person? Certainly nothing good. It leads people to deal with any negative emotions quietly on their own, because they’re not part of the “positivity narrative”. Sometimes issues or concerns at work or at home can affect employees and lead to absence or presenteeism, but sympathetic, impartial support and advice may be all that’s needed. The need to address employee mental health is increasingly recognised in boardrooms, but there is more to do to ensure widespread and consistent reporting. We know that investors are demanding a clearer and more consistent way to understand how organisations are managing their most important asset – people. The stigma associated with mental health remains a major obstacle to the effective diagnosis and treatment of mental health conditions. It can prevent employees from talking to colleagues or managers about their problems because they fear discrimination. It may even prevent them from acknowledging to themselves that they have a problem. Technology has fundamentally shifted modern work habits. We are now available 24/7 — a reality that has earned Millennials the title “burnout generation.” Our lack of action isn’t only affecting those with chronic conditions, it’s hurting employees who have developed mental strain as a byproduct of our new working culture. And we’re paying the price. An opinion on managing employees with mental health issues is undoubtebly to be had in every workplace in the country.

When we create workplace cultures where people can be themselves, it is easier for people to speak about mental health concerns without fear, and easier for them to reach out for help when they need it. Even so, the decision to disclose distress at work is not one people take lightly. It is vital that workplaces become environments where people feel safe to be themselves. There’s no question that presenteeism is difficult to define and even more difficult to tackle. What we’re talking about here is not the kind of presenteeism that means people are staying at their desks longer than necessary in an effort to show how hard they are working - although that’s not great either. Mental health is defined as a state of successful performance of mental function, resulting in productive activities, fulfilling relationships with other people, and the ability to adapt to change and to cope with challenges. Mentally healthy workplaces are positive and productive. They are environments where people want to come to work. They can play a large role in promoting and maintaining our mental health and wellbeing. Research shows that mentally healthy workers are more productive and less likely to take sick leave. The reality is that mental health is much more than just the absence of mental illness, and it’s much more than just a box checked on your employee benefits package. Consider topics around our physical health; if we encounter a brief illness or sustain an injury, we have the ability to do and try things that will heal us or make us feel better. Now look at that in the light of our mental wellness. Similarly to any change that happens within organizations, discussions around workplace wellbeing ideas need planning and implementing properly.

Flexible Work Schedule

Something that can lead to work-related mental health problems is when employees don't fully understand their role and responsibilities. Mental illness affects one in five people. Your mentors. Your employees. Maybe you suffer in silence. It’s time to band together and start tackling this problem head on. The next time someone recommends a ping-pong table as a solution to burnout, use it as an opportunity to introduce changes that go a bit deeper. Your colleagues, manager or other leaders may feel (and have stated) that mental health is not a workplace issue. Employer and employees have a joint responsibility to safeguard employees' mental wellbeing. Both managers and their teams should attend an MHFA training course in order to better understand how to support themselves as well as others. MHFA-trained teams are healthier and more resilient because team members are mutually supportive. Creating a workplace culture that supports mental health and enables people to seek help when they need it is important for all organisations. Thinking about concepts such as workplace wellbeing support is really helpful in a workplace environment.

Although living in our “new normal” might have kept us physically safe and healthy, many employees feel burned out, isolated, languishing and unhappy. According to Gallup, 7 out of 10 individuals worldwide feel like they struggled and suffered in life throughout 2020, and a third of Americans are showing signs of clinical anxiety or depression. This means it’s more important than ever for companies to invest in their employees’ mental wellness. It is widely reported that mental ill health will affect one in four people at some point in their working lives. Although challenges will be unique to each person and their life experience, there are some general themes to be aware of, further proving the point that this is absolutely a workplace issue. As our mental health influences the building blocks of how we view ourselves, how we interact with others, and our environment, this can impact how we view and do our work – particularly if we are in one of the valleys instead of atop a peak. Many employers lack systems to recognise and address mental health at work. The workplace mental health and wellbeing survey suggests that many employers lack systems to recognise and address mental health at work, especially in relation to absence management and making adjustments. Even in the most positive workplaces, a certain amount of stress is inevitable—but many employees just aren’t very successful at managing it. Instead, they become overwhelmed, unproductive, and anxious. When left unaddressed, this workplace stress can quickly lead to burnout and create health issues. Subjects such as employers duty of care mental health can be tackled by getting the appropriate support in place.

Normalise Mental Health

A manager should also be prepared for a team member to come and talk to them about their mental health. This can be very difficult for both the team member and the manager, so it is vital that the manager stays calm and patient, is supportive and offers reassurance. anxious or suffering from stress – related problems at any one time. The bad news is that work can trigger or exacerbate such issues; the good news is that enlightened organisational practices and well-trained line managers play a powerful role in fostering wellbeing and sustaining good mental health. Over the past few years, employee wellbeing has been rising up the agenda for employers in the UK. A key aspect of this is the mental health of staff. Organisations depend on having a healthy and productive workforce: we know that when employees feel their work is meaningful and they are valued and supported, they tend to have higher wellbeing levels, be more committed to the organisation’s goals and perform better. Unearth further particulars relating to Employer's Mental Health Programs Approaches at this World Health Organisation article.

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