health problem, according to the BHSF report. Dr McCrea observes: “Mental health is currently costing the UK economy billions, and the cost of non-intervention is far greater than the cost of intervention. It’s up to employers to take a proactive approach to managing mental health in the workplace before it’s too late.” However, the world of work appears to be slow at catching on to the importance of mental wellbeing. Echoing the BHSF report’s findings, a survey of 1,089 workers by employee services organisation Personal Group revealed that two-thirds (66%) of workers feel their employer does not offer enough support for mental health in the workplace. But perhaps even more significantly, while 80% of employees told the survey they had noticed an overall increase in awareness of mental health generally in the UK, 62% said they had noticed no corresponding change in the levels of awareness in their own workplaces. Rebekah Tapping, group human resources (HR) director at Personal Group, says: “It is surprising, not to mention a real shame, that such a large number of employees still feel there isn’t enough mental health support available in the workplace, and especially surprising as awareness of the topic has significantly increased in recent years. “It is more important than ever that business leaders and decision makers break the culture of stigma and silence around mental health and start making it a management priority and ensuring that a range of support is available for those who need it.” Avis agrees, saying: “Despite a noticeable increase in the acceptance of mental health issues in society, employees are still concerned that their boss and colleagues would not take their mental health issues seriously, or worse, that they are hindering themselves for future opportunities at their company by taking time off for a mental illness. “Employers must show that they are serious about supporting employees with mental health and stress-related issues. Communicate that it’s fine to take time off to get better and there won’t be any negative impact on their career for doing so.” One of the most common methods for employers to offer support with mental
wellbeing is through employee assistance programmes (EAPs). Personal Group reports the number of mental health enquiries to EAPs by UK employees rose by 31% last year, outpacing all other advice calls, including those relating to relationships and general health issues. ...common methods for employers to offer support with mental wellbeing is through employee assistance programmes... So, the need for good help and good advice is clear. But how can employers go further and not only provide the support employees need but create an environment that minimises mental health problems? Mark Scanlon, chief executive officer (CEO) of Personal Group, advocates a holistic approach to mental health support. He says: “To effectively improve wellbeing, a strategy must be put in place which considers physical, emotional as well as financial wellbeing. If an employee is suffering in one area of their life it will often manifest itself in other areas. “A truly all-inclusive health and wellness programme that acknowledges and supports employees at each point of this triangle of wellbeing is the only way to promote meaningful employee wellbeing.” However, Scanlon does acknowledge that an increasing number of employers are waking up to the fact that more must be done to improve their employees’ wellbeing. “Mental health in the workplace is no longer a taboo subject,” he says, “but only by providing resources and open conversation can we truly start to provide the support our employees need.” According to Brendan Street, professional head of emotional wellbeing at Nuffield Health, an organisation’s approach to mental wellbeing should start with clear leadership. He says: “If employees see managers and directors investing in employee wellbeing, they’ll be more likely to speak up, as the stigma
is lifted – so focus on getting buy-in from the top.” Expert advice is also essential. “Doctors and psychotherapists can advise on the best ways to start conversations with employees and how to lead them,” says Street. “They may also be able to suggest some signs of mental distress you might notice in those employees who don’t yet feel comfortable speaking out. Being able to notice subtle behaviour changes like irritability or turning up late means you can take an employee aside for an informal chat.” Using diagnostic or medical language can be daunting for employees, so stick to familiar terms that describe symptoms or feelings in common language. Developing the art of listening is also key. Street believes that “sometimes what you don’t say can be as important as what you do”. He advocates the ‘active listening’ technique, which involves concentrating and offering deep empathy with what the speaker is saying. “Sometimes, the only speaking you need to do is repeating back what your employee has said to you or rephrasing it to demonstrate you’ve understood the meaning,” he says. “Employees may only get the courage to speak once, so it’s crucial you’re ready to listen and demonstrate you’re actively listening – especially as research shows 15% of staff who’ve spoken to a manager about their mental health felt their disclosure was either dismissed or they were looked at differently by their employer.” Joe Gaunt, founder and CEO of wellbeing organisation Hero, also champions a top-down approach. He says: “Managers have daily direct exposure to the majority of any workforce and so it’s vital you invest in training them to recognise a shift in someone’s behaviour and how to better support that person. “This all comes down to having a strong wellness strategy in place. Your managers must advocate the programme, being confident and able to direct team members to the advice, update them on seminars, hold one-to-ones and provide additional support to begin to tackle mental health within the workplace proactively.” Care of employees’ mental wellbeing isn’t a job just for leaders, however. In fact, some employees do not feel comfortable speaking to their own manager about their mental health, creating a barrier to help.
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| Professional in Payroll, Pensions and Reward |
Issue 52 | July/August 2019
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