Training & Development
Therefore, many of these stressors are avoidable in terms of up skilling managers to give regular feedback, listen to staff, be fair in their dealings with those in their teams and to set realistic, challenging goals that stretch the person to a level where they feel competent to achieve the targets. Also, the level of trust that staff have for the organisation is central to building resilience among the workforce. A critical element of this is the level of trust that exists between managers and staff. By investing in the development of people management skills and competencies, the quality of this primary relationship is enhanced.
Focus on Employee Engagement
The Corporate Leadership Council surveyed 500,000 people across a range of businesses, in the years 2008 to 2010. The levels of staff who were highly disengaged was 10% in 2008, 20% in 2009 to 33% in 2010. They also showed that discretionary effort dropped by 53% since its peak in 2005. Therefore, the severity of this issue is clear, highlighting the absolute need for organisations to prevent these levels of disengagement falling further in the years ahead.
Organisations that invest in developing higher levels of engagement among the workforce, so that employees feel more connected to the organisation, are less likely to experience high stress levels, as there is a negative correlation between stress and employee engagement levels at work. By focusing on increasing levels of engagement, staff are encouraged to, and more likely to, discuss when they are feeling stressed and what help they may need to deal with the pressure, thus preventing it from becoming a more serious problem.
A wellbeing focus is one whereby organisations adopt a range of measures aimed at ensuring employees have higher levels of overall health and resilience at work. In a survey by HR consultants, Towers Perrin, in 2008, eighty percent believed their employers should encourage employees to adopt healthy lifestyles. Programmes run for staff include ones on how to manage stress and pressure, learning relaxation and resilience techniques, healthy eating and exercise programmes etc.
The onus, in these types of initiatives, is to encourage staff themselves to take ownership of their own wellbeing, whilst the organisation supports them in this process. By investing in the care of the individual through initiatives such as these, progressive organisations understand the correlation between wellbeing, trust and performance levels.
Conclusion
A 2007 HSE Report on mental health in Ireland concluded that there is a negative association among Irish people regarding those diagnosed with mental health problems. Therefore, there is a need for those at work to be more aware of how widespread this issue is so that the stigma
Jenny Hayes is the Head of Management Training within IBEC. She is responsible for the design and delivery of a range of programmes to both the IBEC and SFA membership. She has a wide range of experience in all aspects of training related to management, human resources, pyschology and interpersonal skills. IBEC provides a range of management development courses to member organisations in industrial relations, human relations, employment law and personal skills areas.
This article was first published in Greenside, the official magazine of the GCSAI, and is
reproduced by permission PC AUGUST/SEPTEMBER 2014 I 143 attached to it can be reduced.
People need to be able to talk about their mental health and to have an employer and personnel manager who is equipped to have this conversation with their team regarding how they are coping at work and what supports they may need from time to time to manage their workload and the pressures within the role.
Social isolation is often associated with those who are suffering from depression. Therefore, progressive employers offer assistance to staff who may need it, but also encourage managers and their teams to engage and interact with each other. Although employers who encourage their people to talk and become more open about their mental health may not have the complete answer, it will certainly help with reducing the negative connotations associated with this subject and help to promote a more supportive, inclusive working environment.
Research shows that productivity, absenteeism, and potential continued employment can be positively impacted with proper treatment for depression. Good policies, procedures, training and organisational supports in this area make real sense for both the individual and the organisation.
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