FOSTERING GOOD MENTAL HEALTH
Workplace Mental Health Resources
Employers will find additional informa- tion about effective mental health pro- grams at the following organizations:
• Center for Workplace Mental Health (
workplacementalhealth.org) - Maintains an array of resources for employers, including a popular series of guides on mental health issues.
• Mind Share Partners (
mindsharepartners.org) - Publishes the 2021 Mental Health at Work report with insights into causes of, and solutions for, burnout, anxiety, and depression.
• Perspectives Ltd. (
perspectivesltd.com) - Offers an Employee Assistance Program (EAP) and provides mental health resource guides and case studies for manag- ers and employees.
workers need to feel free to communi- cate when something is amiss. “People have always been very reticent to say they have hidden disabilities because they are afraid of the reaction at work, of putting their job in jeopardy if they ask for accommodations,” says Maureen Hotchner, a workplace wellness consul- tant. “We need to erase the stigma of speaking about mental health and pro- vide a way for people to get help.” This is one area where Gen Zers
are leading the way: Psychologists say people in their 20s are more comfortable talking about mental health issues than their older col- leagues. Of course, not everyone will speak up when something is wrong. That’s why employers must know how to spot employee behavior that might signify problems. Maybe Andrew has started to show up late for work or has been calling in sick more often. Or Lisa has been going through the
motions of her assigned duties with- out any real engagement. Or Mark has become argumentative with co-workers. The ability to spot signs of trouble
pre-supposes a knowledge of the employee, and here is where supervi- sors and managers can be proactive. “One of the things that employers can do is build relationships with their people,” says Davis. “It’s really hard to have a conversation with someone about their behavior when you haven’t checked in with them on a regular basis.” Spotting changes in employee
behavior is one thing. Responding appropriately is another. Rather than mentioning stress or mental health when approaching the individual, psy- chologists advise supervisors to only discuss observed behaviors. “Erratic or different behavior might be related to a mental health issue, or it might not,” says Davis. “Maybe the person has just not been getting enough sleep because a family member is sick, or they were up late playing video games or watch- ing TV.” Help the employee open up by asking what can be done to provide the resources required to improve perfor- mance. Would some adaptations help the person be at their best?
Providing Resources Given the human and business cost of workplace stress, it’s little wonder a growing number of businesses are reaching out for help. Consider the experience of the Center for Workplace Mental Health, a division of the American Psychiatric Association that maintains a website for employers seeking assistance. “Over the last five years the volume of requests that we’ve received has grown fourfold,” says Director Darcy Gruttadaro. Visits to the organization’s website doubled during the pandemic. Insurance companies can also pro-
vide assistance, and more employers are helping workers get the services they need by ensuring the company insurance program covers the requisite
30 Self-Storage NOW! FIRST QUARTER 2023
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