mind.org.uk

Mental health in the workplace

Emma MamoPolicy and Campaigns Manager

Mind is the leading mental health charity in

England and Wales

We have been campaigning for better mental health for

all, for over 60 years

We have a network of 160 independent local Minds

providing local services

Our vision: we won’t give up until everyone experiencing

a mental health problem gets both support and respect

Key Points

Mental health and work

-What is mental health?

-The current picture

Managing mental health at work

-Comprehensive strategy

-Case studies

How Mind can help

-Taking Care of Business campaign

-Information and resources

What is mental health?

Languishing

No

symptoms

of mental

health

problems

Symptoms

of mental

health

problems

Flourishing

What is good mental health?

It is defined as a state of well-being in which every individual realizes his or her own potential, can cope with the normal stresses of life, can work productively and fruitfully, and is able to make a contribution to her or his community

World Health Organisation

1 in 4 people will experience a mental health problem at some

point each year

Mental health and workThe workplace can have a significant impact on mental

health –

it can promote wellbeing or trigger distress

•Long hours and no breaks

•Poor working environment

•Unrealistic expectations or deadlines

•High-pressure environments

•Job insecurity or change management

•Negative relationships or poor communication

•Workplace culture

The current picture

•Conditions like anxiety, depression and unmanageable stress affect 1 in 6 British workers each year

•Stress is the most common cause of long-term sickness absence across all workers

•Yet eight in ten employers have no mental health policy to help staff sustain good mental health

•Mental ill health costs UK employers over £26bn every year as a result of absence, reduced productivity and staff turnover - £1,035 per employee

Mind’s research

• 28 per cent of people are working longer hours• One in ten had visited their GP for support due to recession-related pressure on their

jobs • One in seven had started taking anti-depressants• One in five workers had called in sick due to unmanageable stress, but 93 per cent

did not tell their boss the real reason• 54 per cent said stress and mental distress is a taboo subject in the workplace• One in five people fear mentioning stress to their manager would put them first in line

for redundancy• One in four said they would be perceived as less capable than other colleagues if they

admitted to stress• Of those who had disclosed a mental health problem, one in five had either been

sacked or forced out of their jobs

Culture of silence

• Employees feel unable to speak up about issues, for fear of discrimination

• Employers fear broaching the subject, for fear of exacerbating distress or any legal consequences

• If support is not put in place, problems can spiral into a health crisis – with increased costs for individuals and employers

Employers need to take the first step in

confronting the elephant in the room

Managing mental health at work

Best practice for employers

Three-pronged approach1. Promote wellbeing2. Tackle work-related mental health problems3. Support employees with mental health problems

A comprehensive mental health strategy will create an open and supportive working environment

Senior leadership across the organisation is crucial

Promoting wellbeing

•Promote work/life balance

•Flexible working where possible

•Employee engagement and consultation

•Promote positive working relationships

•Good communication

•Exercise provision and social activities

•Peer support/buddy systems

•Raise awareness of wellbeing and promote open discussion

Tackling work-related causes

•HSE Management Standards for Stress

•Training for line managers

•Regular one-to-ones

•Managing workloads among staff

•Stress risk assessments

•Physical environment

•Stress coaching and on-the-job support

•Publicise internal and external support pathways

•Communication with dispersed workers

Supporting employees

•Facilitating disclosure

•Responding to disclosure

•Tailored support

•Workplace adjustments

Facilitating disclosure

• Focus on the person not the problem• Ask some simple questions

– How are they feeling?– What would they like to happen? How?

• Work on the basis that they want to remain in/return to work - the interaction will be more positive

• Ensure health needs are taken into account in any performance management process

Responding to disclosure

• Avoid making assumptions – ignore stereotypes about mental health and do not guess symptoms and impact

• Manage communication – sensitive personal information

• Respond flexibly – agree on tailored system of support

• Seek advice if you need to – Mind, local Minds, health professionals, EAP, occupational health…

Tailored support

Wellness Recovery Action Plan (WRAP) – health tool Impact of mental health problem on performance Workplace triggers Early warning signs Steps for the line manager to take Steps for the individual to take

Workplace adjustments

• Flexible hours or change to start/finish time• Change of workspace• Return-to-work policies (phased return)• Changes to role (temporary or permanent)• Changes to break times• Increased supervision or support• Provision of quiet rooms• Consider appropriateness of absence rules and

limits (disability absence)

Often about a change in attitude rather than a cost

Case study: three-pronged approachBT operates support at three levels• Level one: promoting wellbeing and preventing mental distress - advice on

intranet and training on soft skills

• Level two: identifying distress and intervening early to prevent escalation - online stress risk assessment for employees and training for managers

• Level three: range of support and treatments for people experiencing mental health problems – employee and manager produces an ‘advance directive’, identifying early warning signs and a plan of action and support

Outcome: mental health sickness absence reduced by 30%

Case study: internal and external supportDeloitte embodies senior leadership• Seven partners trained as Mental Health Champions

• Strong signal that employees can be open about their mental health and access support at an early stage

• 40 people across the firm have sought help

• Well Now programme now focuses on managing pressure, building resilience and offering early help to colleagues

Case study: simple changes

Chloe was experiencing depression. Fearing the worst, Chloedisclosed her condition but found her boss did everything tosupport her:• weekly catch ups to prioritise her workload• flexible working• afternoon naps to cope with the side effects of medication.

This aided Chloe’s speedy recovery and ability to stay inwork.

“It doesn't feel like I've been punished for

being depressed, it almost feels like I've

been rewarded for being honest.”

Taking Care of Business campaign• Long-term campaign to transform attitudes to

mental wellbeing at work

• Raising awareness, building relationships and providing tools to support employers and employees

• Calling on employers to create open workplace environments, where people feel confident disclosing a mental health problem will lead to support, not discrimination

How Mind can help

• Free resources for employers

• Free resources for employees

• Mind Workplace – training and consultancy

• Local Minds – counselling services, job retention services

• Mind Infoline and Legal Advice Service

• Information on Mind website

To find out more:

mind.org.uk/work for information and

resources on mental health at work

mind.org.uk for general information

Contact: e.mamo@mind.org.uk

020 8215 2205