Feature
Health In The Workplace
Taking care of mental health
By Colette Lewis (pictured), Clinical Manager, Newman Health & Wellbeing
It is increasingly recognised that it is not just physical health that can impact on staff performance, but also an individual’s mental health. In 2015/16 the Health and Safety Executive reported 488,000 cases of work related stress, depression and anxiety. In 2012 the Chartered Institute of Personnel and Development reported that stress was the number one cause of sick days from work. If someone is feeling stressed, low or worried they may approach their
GP for assistance, but the level of support can vary widely from practice to practice. When an employee is underperforming at work or is having a period of sick leave it often falls on the employer to provide this support. Some employers question if it is their role to provide this support, but others acknowledge it makes good business sense, to look after your staff and facilitate discussions around mental health. Some strategies to promote better mental health at work may not
necessarily be expensive and are often cheaper than the cost of sick leave or finding temporary or permanent replacements.
Here are some ways organisations can encourage staff to be more aware of their mental health at work:
Educating staff around mental health Are people able to recognise the signs in themselves or others when they are stressed? It can be helpful for people to have a toolbox of techniques to support themselves when they are struggling, this may involve looking at the levels of social support that are available at work, practical support mechanisms, such as relaxation techniques or mindfulness training or helping employees to be more aware of their stress triggers. Training in stress awareness can help staff feel more able to cope with the pressures of daily life at both home and work.
Be more open about mental health Once people are more aware of their mental health, it then makes sense to create a culture that allows all employees to open up about their mental health. These conversations need to be started at a senior level, but have the buy-in of both line managers and front-line staff. This conversation could be done through an email explaining organisational commitment to supporting good mental health and promoting the policies, which demonstrate this pledge. Alternatively it may involve a discussion at a staff meeting, for example you may have a member of staff that is willing to talk
42 CHAMBERLINK October 2017
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