We Need to Talk About Mental Health at Work
We Need to Talk About Mental Health at Work There exists a significant disconnect in modern organisations between leadership and employees: LEADERSHIP VIEWPOINT:
EMPLOYEE VIEWPOINT:
60%
60%
of senior leaders think their organisations are supportive of workers suffering from mental health issues
of employees do not think workers suffering from mental health issues are sufficiently supported by the organisation
Some individuals are concerned that disclosing a mental health issue to their line manager may affect their employment or reduce chances of promotion, or they simply don’t know who to speak to within the organisation as no procedures have been communicated or put in place. Other reasons involve relationships. If you don’t regularly communicate with your manager in an open and honest way, it may be difficult to raise mental health issues. The lines of communication need to be made clear – and line managers should understand how to respond and what support can be offered when their team members are suffering.
Developing organisational cultures where employees and managers feel comfortable talking openly about mental health is a key starting point for companies to better support their workforce:
54% 11% 10%
Talking is helpful: 54% of employees who have recently disclosed information about their mental health issues to their line manager report the experience as being positive But few employees feel comfortable talking with their line managers: Only 11% of employees have been prepared to discuss a recent mental health issue with their line manager And line managers do not feel sufficiently prepared to have these conversations: Only 10% of line managers feel they have received sufficient training to deal with mental health issues at work
The main reasons employees choose not to discuss mental health issues are due to the pervasive stigma attached to the subject: · They fear being discriminated against · They feel ashamed for suffering from issues related to mental health Employers should encourage change to dispel the stigma around mental health, making sufferers and their managers comfortable to discuss these important issues. The UK Government released its Workplace Mental Health and Wellbeing agenda in 2017, which has placed responsibilities onto organisations to support their people, both proactively and reactively (https://www.gov.uk/government/news/primeminister-unveils-plans-to-transform-mental-health-support)
Talk to thrive: Mental health issues aren’t rare, with 1 in 4 of us expected to have an issue in the next 12 months. The world we live in has evolved so much. There is absolutely no shame in experiencing mental health issues, nor admitting you are suffering. Talking helps enormously! The more we talk about mental health, the more people realise that there really isn’t a stigma any more. Organisations who provide their line managers with Stress and Mental Health Awareness Training really empower their leaders to better support their people. It helps managers in spotting the signs and symptoms of stress and mental health issues in themselves and others, which means that issues can be addressed before they become more serious. Provision of training on how to build personal resilience and team resilience is another great proactive intervention.
86% Work can be good for mental health: 86% of those who have suffered from mental health issues say that their job and being at work was important to protecting and maintaining their mental health
31%
Creating a supportive culture improves productivity: employees who report positive psychological wellbeing are 31% more productive
Other key steps business leaders can take to better support their employees' mental health: • Educate your people. Excellent training includes Stress and Mental Health Awareness, and Resourcefulness and Resilience • Promote Wellbeing and Mental Health – including running a suitable campaign a few times a year • Have an effective Employee Assistance Programme – and promote it! • Introduce Wellbeing Intervention Systems. Implement proactive and reactive interventions, and make sure that all staff and managers know what to do • Ensure everyone knows where to go for help. All employees regardless of seniority need to know – in advance – exactly who to speak to if there is a problem. Utilise the internet, a public drive, newsletters, notice boards etc. Get the information out there! Don’t make a person who is suffering have to search for support!
Utilise the power of the Acre Bench The Acre Bench is a ‘best-in-class’ community of consulting professionals with niche skillsets who are able to take on interim assignments of a specialist nature.
Sarah Piddington
Sarah is one of a number of consultants providing invaluable support to a variety of organisations in this area. She is a Leadership Development and Organisational Change specialist who looks at Workforce Productivity through the lens of Mental Health, Wellbeing and Engagement. Her overarching focus is to help organisations take a fresh approach to the way they look after their people. Skills & Expertise: · Wellbeing, Physical & Mental Health · Improving Engagement & Productivity · Delivering Inspiring Training & Speaking · Project Management & Interim Management · Leadership & C-Suite Development
Take advantage of the flexibility of Acre's Bench Contact Bryn Cochrane-Milne - +44 (0) 207 400 5598 [email protected] www.acre.com/bench Sources
• Business in the Community: "Mental Health at Work Report 2016" • Mental Health Foundation: "Added Value: Mental Health as a workplace asset"
EMPLOYEE VIEWPOINT:
60%
60%
of senior leaders think their organisations are supportive of workers suffering from mental health issues
of employees do not think workers suffering from mental health issues are sufficiently supported by the organisation
Some individuals are concerned that disclosing a mental health issue to their line manager may affect their employment or reduce chances of promotion, or they simply don’t know who to speak to within the organisation as no procedures have been communicated or put in place. Other reasons involve relationships. If you don’t regularly communicate with your manager in an open and honest way, it may be difficult to raise mental health issues. The lines of communication need to be made clear – and line managers should understand how to respond and what support can be offered when their team members are suffering.
Developing organisational cultures where employees and managers feel comfortable talking openly about mental health is a key starting point for companies to better support their workforce:
54% 11% 10%
Talking is helpful: 54% of employees who have recently disclosed information about their mental health issues to their line manager report the experience as being positive But few employees feel comfortable talking with their line managers: Only 11% of employees have been prepared to discuss a recent mental health issue with their line manager And line managers do not feel sufficiently prepared to have these conversations: Only 10% of line managers feel they have received sufficient training to deal with mental health issues at work
The main reasons employees choose not to discuss mental health issues are due to the pervasive stigma attached to the subject: · They fear being discriminated against · They feel ashamed for suffering from issues related to mental health Employers should encourage change to dispel the stigma around mental health, making sufferers and their managers comfortable to discuss these important issues. The UK Government released its Workplace Mental Health and Wellbeing agenda in 2017, which has placed responsibilities onto organisations to support their people, both proactively and reactively (https://www.gov.uk/government/news/primeminister-unveils-plans-to-transform-mental-health-support)
Talk to thrive: Mental health issues aren’t rare, with 1 in 4 of us expected to have an issue in the next 12 months. The world we live in has evolved so much. There is absolutely no shame in experiencing mental health issues, nor admitting you are suffering. Talking helps enormously! The more we talk about mental health, the more people realise that there really isn’t a stigma any more. Organisations who provide their line managers with Stress and Mental Health Awareness Training really empower their leaders to better support their people. It helps managers in spotting the signs and symptoms of stress and mental health issues in themselves and others, which means that issues can be addressed before they become more serious. Provision of training on how to build personal resilience and team resilience is another great proactive intervention.
86% Work can be good for mental health: 86% of those who have suffered from mental health issues say that their job and being at work was important to protecting and maintaining their mental health
31%
Creating a supportive culture improves productivity: employees who report positive psychological wellbeing are 31% more productive
Other key steps business leaders can take to better support their employees' mental health: • Educate your people. Excellent training includes Stress and Mental Health Awareness, and Resourcefulness and Resilience • Promote Wellbeing and Mental Health – including running a suitable campaign a few times a year • Have an effective Employee Assistance Programme – and promote it! • Introduce Wellbeing Intervention Systems. Implement proactive and reactive interventions, and make sure that all staff and managers know what to do • Ensure everyone knows where to go for help. All employees regardless of seniority need to know – in advance – exactly who to speak to if there is a problem. Utilise the internet, a public drive, newsletters, notice boards etc. Get the information out there! Don’t make a person who is suffering have to search for support!
Utilise the power of the Acre Bench The Acre Bench is a ‘best-in-class’ community of consulting professionals with niche skillsets who are able to take on interim assignments of a specialist nature.
Sarah Piddington
Sarah is one of a number of consultants providing invaluable support to a variety of organisations in this area. She is a Leadership Development and Organisational Change specialist who looks at Workforce Productivity through the lens of Mental Health, Wellbeing and Engagement. Her overarching focus is to help organisations take a fresh approach to the way they look after their people. Skills & Expertise: · Wellbeing, Physical & Mental Health · Improving Engagement & Productivity · Delivering Inspiring Training & Speaking · Project Management & Interim Management · Leadership & C-Suite Development
Take advantage of the flexibility of Acre's Bench Contact Bryn Cochrane-Milne - +44 (0) 207 400 5598 [email protected] www.acre.com/bench Sources
• Business in the Community: "Mental Health at Work Report 2016" • Mental Health Foundation: "Added Value: Mental Health as a workplace asset"
