World Mental Health Day – The Positive Workplace Trends

Against a backdrop of statistics from the Health and Safety Executive (HSE) showing that over half of
work-related ill health is attributable to stress, depression or anxiety, 10 October 2024 marks World Mental Health Day.

Whilst recent media coverage has invariably painted a worsening picture of mental health amongst the UK’s workforce, we consider in this article the positive trends and changed priorities that workplaces have seen since the pandemic.

Prioritising wellbeing

Even employers of key-workers whose physical workplaces remain largely unchanged amidst pandemic restrictions report a change in how the workplace is viewed by employees.

The pandemic record levels of unfilled vacancies led to a shift in the balance of power – from capital to labour, which allowed the employee voice to be heard. This has resulted in both mental and financial wellbeing reaching the top of the agendas in the majority of organisations. The “employee experience” was recognised, flexible working was introduced with Occupational Health Services and Employee Assistance Programmes more keenly prioritised.

This in turn has led to a greater awareness of mental health disorders to include neuro-diverse conditions amongst the general population – viewed by the majority of experts and commentators as a positive benefit.

Leaders of organisations were also required to re-imagine how to be empathetic and provide support and training to line managers amongst a rapid investment in technology.

The importance of the Line Manager

There has been increased recognition in the importance and value of line managers being able to effectively manage people remotely and negotiate hybrid working. On occasions, through bitter experience, organisations have seen how the health of the manager directly impacts upon the people they manage – put simply, the more problems the manager has, the more problems the employee will have.

Wellbeing Accreditation and International Standards

HR professionals report a greater appetite for bespoke accreditation in health and wellbeing, allied to an increased use of internal policies within organisations which recommend how the needs of particular groups need to be addressed. For example, people experiencing the menopause or those with hidden health conditions who were largely invisible before the pandemic.

2021 also saw the publication of ISO 43003 – the first International Standard of Psychological Health and Safety at Work with Guidelines for managing Psychosocial Risks.

The standard was subsequently implemented in several states in Australia into new health and safety law and may well form part of the UK’s future strategy for dealing with workplace mental health.

Reducing stigma and misunderstandings

The pandemic brought about a heightened awareness, appreciation and understanding leading to an overall reduction in the stigma surrounding mental health issues.

Organisations now recognise that if a culture of stigma is present people do not feel psychologically safe. Initiatives such as the provision of mental health first aiders are unlikely to be taken up by employees working within an organisation where a culture of stigma exists.

The importance of employee engagement

The importance of employee engagement to an organisation has been recognised for over 20 years (Roberts, Davenport, 2002: Employment Relations Today), with an established correlation between employee engagement on the one hand and, on the other, higher productivity, enhanced client/customer satisfaction, increased innovation and creativity and a lower staff turnover.

With over half disengaged employees saying that work has a negative effect on their physical health, compared to just 12% of engaged employees, its importance is critical to any organisation.

How then should employers respond?

Stein, Hobson (and others) published their analysis of the three most critical engagement drivers in the Harvard Business Review in 2021. This followed feedback given by a sample group of almost 400 professionals. The three critical drivers were:

1. Connecting what employees do to what they care about.
   Ascertain employees’ values – whether this is on ESG or increased Occupational Health support, allowing employees to align their goals and values within the organisation’s mission.
2. Make the work itself less stressful and more enjoyable – often this will be driven by increased flexibility and autonomy.
3. Create time affluence. Reward employees with time in addition to money and implement tools which discourage after-hours emails.

Commentary

With an estimated 875,000 cases of new or existing work-related stress, depression and anxiety in 2022/2023 (HSE Summary Statistics), the scale of the problem facing employers cannot and should not be underestimated.

However, by addressing and prioritizing the key areas set out in this analysis, employers will go a long way to ensuring that they have an engaged, motivated workforce which will lead to higher productivity, customer/client satisfaction and correspondingly lower rates of both absenteeism and employee turnover.