The Willis Towers Watson Global Benefits Attitudes Survey revealed that only one in three (34%) of employees would seek the support of a manager if they were suffering from anxiety or depression. According to Mike Blake, wellbeing lead at Willis Towers Watson, peer- based mental health champions can help overcome this, as they can offer a confidential advisory service to those suffering from mental health issues, with no direct involvement of a line manager. “Champions are often trained in mental health first aid, so they can spot the signs of mental ill-health, and guide employees to the most appropriate source of help,” he says. There certainly seems to be a willingness among employees to help their peers. While 64% of respondents to the Personal Group survey said they believe they could provide support for someone struggling with a mental illness, 58% also said they would like to be provided with mental health awareness training by their employer to help develop their understanding and skills. Three-fifths (60%) said they thought they would be able to notice the signs of someone
suffering from a mental health problem, while 36% said they were unsure.
But while these are all effective and worthwhile components of a mental wellbeing strategy, it’s also important for leaders, managers and mental health champions to get to know employees on a personal level. Vicki Field, HR director at London Doctors Clinic, explains: “There are also short-term issues which may affect the mental wellbeing of your employees, such as life events like bereavements, divorces and family problems that can cause significant emotional distress for people. “We are all only human, which means there is an impact at work. People may be less focused, or show visible emotions, or even dress differently. There may be a few weeks or months where behaviour changes, or work drops off, and offering support to your team member during this time can have significant benefits for all parties in the long run.” The personal touch can go a long way in helping employees to open up about their anxieties and issues so you can give them the help they need. There is no substitute for caring about – and caring for – your people.
Another key to launching and managing an effective wellbeing strategy is ongoing measurement and evaluation. “Surveying your workforce helps you understand which areas of the business need support or development and how employees feel,” says Gaunt. “This feedback is invaluable to shape your strategy.” Developing early intervention strategies is critical. This includes the provision of mental health first-aiders, providing adequate mental health training for managers and champions, as well as resilience-building for employees. training by their employer to help develop their understanding and skills ...mental health awareness
Salary sacrifice and other optional remuneration
Half day duration | Blended learning
This half day course explains the legal and payroll related implications of salary sacrifice schemes and other optional remuneration arrangements. Using examples, it examines what makes a successful salary sacrifice arrangement, covers the payroll processing and reporting implications, and highlights the potential impact on state benefits.
This course covers: ● Optional remuneration arrangements ● Legilsation and salary sacrifice case law ● Contractual implications ● Effective arrangements ● Payroll implications ● Salary sacrifice and non cash options
Book online at cipp.org.uk or email info@cipp.org.uk for more information.
cipp.org.uk CIPP_UK cip .org.uk @CI P_UK
| Professional in Payroll, Pensions and Reward | July/August 2019 | Issue 52 28
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