Mental Health At Work Needs More Sunlight

A great quote from Glenn Close:

“What mental health needs is more sunlight, more candor, more unashamed conversation.”

I could not agree more with that sentiment. We need to shine a light on it and talk about it openly and honestly.

Behavioural health at work

A recent McKinsey and Company article by Jeffrey Pfeffer and Leanne Williams entitled “Mental Health in the Workplace: The Coming Revolution” contained some disturbing statistics.

COVID-19 has only served to exacerbate the mental health issues experienced by employees.

Based on analysis by McKinsey, COVID-19 could result in a potential 50% increase in the prevalence of behavioural health conditions.

Mental and substance uses disorders – referred to as behavioural health conditions – are real, pervasive and expensive.

Not only do they cost employers directly if they fund treatment expenses but there are the even more expensive indirect costs of increased absenteeism, presenteeism, sick leave, turnover, and decreased productivity.

Employees need and are rightfully increasing demand for resources to help them cope with mental health problems.

When organisations invest in the right mental health services for employees that improve mental wellbeing, they are simultaneously making investments that will provide real improvements in employee outcomes, and therefore organisational performance.

This investment delivers a competitive advantage.

This is serious

Employees should, and are demanding, that employers take this situation seriously. They need to provide the right resources, support and assistance.

A Ginger (USA) survey called “2019 Workforce Attitudes Toward Behavioral Health” found that 85% of people surveyed said that behavioural health benefits were now an important factor when evaluating a new job.

The research found that behavioural health benefits were the number one priority for job seekers, ahead of financial advisory services, gym memberships and free meals.

Investing in behavioural health services will be fundamental to an organisation’s ability to attract and retain talent.

Now for those statistics. The Ginger report also stated that:

“One of the most worrying trends we discovered was that, despite the increase in demand for behavioral health services, people are still experiencing significant barriers to accessing support. While most people experience stress regularly, only 26 percent sought professional help.”

20% reported they did not seek out help for behavioural health issues due to concern that if their employer knew, it would hurt their career.

The McKinsey article also refers to a Deloitte study in the UK. This study found that:

·      84% of employees have experienced physical, psychological, or behavioural symptoms of poor mental health where work was a contributing factor

·      35% of employees did not approach anyone for support on the most recent occasion they experienced poor mental health 

·      86% would think twice before offering to help a colleague whose mental health they were concerned about

·      9% of employees who experienced symptoms of poor mental health experienced disciplinary action, up to and including dismissal

·      76% of line managers believe employee wellbeing is their responsibility

·      49% would find even basic training in common mental health conditions useful

·      Only 22% have received some form of training on mental health at work

Reap the rewards

Looking after the mental wellbeing of employees has benefits that outweigh the cost.

A Journal of Occupational and Environmental Medicine article stated:

86%of employees treated for depression report improved work performance. 

Furthermore, 80% of those treated for mental illness report “high levels of work efficacy and satisfaction.” 

In some studies, treatment of depression has been shown to reduce absenteeism and presenteeism by approximately a 40% to 60%.

The World Health Organisation (WHO) reports that $4 is returned to the economy for every $1 spent caring for people with mental health issues.

PwC Australia found that for every $1 spent on mental health issues in the workplace, there was an organisational return on investment of $2.3. 

Organisations who understand this payoff are taking action. These are some of the key actions every organisation needs to take to look after the mental wellbeing of their employees and benefit from the economic gains.

Measure

As Peter Drucker famously said, “If you can't measure it, you can't improve it.”

There are not enough employers effectively measuring the stress levels of their employees. Many have no data on the empirical dimensions of employee behavioural health challenges within their organisation.

Many employers’ surveys and measures of behavioural health are adhoc and idiosyncratic.

Employers should consistently use validated and reliable measures to get a real understanding of progress being made over time.

One such measure is the 12-item General Health Questionnaire that was first developed in the 1970s.

Remove the stigma

Key to obtaining accurate results from surveys and measures and employees reaching out for help and support is removing the stigma of mental health in the workplace.

Leaders need to take the lead and talk about mental health openly which encourages others to do the same.

The effort to remove the stigma needs to be continual, consistent and followed up with action.

Organisational wide education and awareness about mental health needs to be conducted on a regular basis 

Destigmatize mental health issues and signal that it is safe for employees access the support and resources the organisation provides.

Many organisations are putting in place Mental Health First Aid (MHFA) Officers, which whilst a great initiative, will not have a return on investment, if employees are concerned about the adverse impact on their job if they reach out for help.

Accountability

Hold leaders accountable for the mental wellbeing of the individuals in their teams. Leaders can create well-being plans. Enable everyone to create personal as well as team goals in relation to their mental wellbeing. Teams can visit progress about those plans on a regular basis.

Leaders should lead from the front and share the goals they are working on. Make plans visible and supported by accountability for progress.

These actions are indicators of employer commitment to give mental health the attention that it needs in the organisation.

Not a point solution

A point solution is about solving one particular problem without regard to related issues.

Many organisations pay lip-service to the need to look after the mental health of their employees with point-solutions.

I have mentioned MHFA Officers – a point solution without removing the stigma of mental health in the workplace.

An app to help with meditation and sleep – a point solution that does not address the need for emotional intelligence, adaptation, reframing, empathy, self-observation, realistic optimism and authenticity. 

There are so many technological innovations popping up in this space, but organisations need to be mindful that looking after the mental wellbeing of employees is obtained through an ecosystem of resources and support capabilities.

There is also not a one-size-fits-all solution to mental wellbeing in the workplace. Whilst meditation may be a great solution for one employee, for another it might be support for self-efficacy.

Brand

An organisation’s brand and reputation are at risk if they do not pay due care and attention to the mental wellbeing of their people.

I have already mentioned that jobseekers are putting behavioural health benefits at the top of their list of priorities when looking for a new employer.

Social media means there is nowhere to hide. Employees – past and present – will talk about how well, or not, their employer cared for their mental wellbeing.

Customer and consumer behaviour can be influenced by employer behaviour in this regard. 

Summary

Employees were experiencing behavioural health issues before this pandemic hit us.

COVID-19 has only served to exacerbate the situation.

Organisations have to take this situation seriously and act accordingly.

Stress and anxiety can lead to fatigue and burnout with devastating and irreversible results.

Organisations can avoid being a front-page headline by taking effective action now.

Whilst the McKinsey authors titled their article “Mental Health in the Workplace: the Coming Revolution” I wish I could share their optimism. Revolution means ‘fundamental and relatively sudden change.’ I just don’t feel it.

Unleash The Resiliator Within ™ is a program to build a workforce that is resilient in the face of constant, uncertain and complex change.

The resilient organisation - resolute, relentless, reinvigorated and revolutionized.

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