INDUSTRY COMMENT
Building a better workplace: ease the pressure on employee wellbeing
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The pressures impacting the engineering industry – material costs, sustainability requirements and the skills gap – are a serious challenge for more than firms’ bottom lines. They’re also having an impact on engineers’ ability to look after themselves, as well as the assets they’re in charge of. That’s according to Gill McAteer, director of employment law at Citation
ou don’t have to look far to see the connection between the pressures on the industry and the impact on the health and wellbeing of its people. Rising material costs put firms
under financial pressure, while skills gaps add significant strain to workloads, as employees struggle to plug the gaps and managers work overtime on recruitment. When it comes to quantifying the impact, the numbers reveal a worrying picture. A report by Equal Engineers found that 80% of engineers have experienced mental health issues, with 43% having taken leave for this reason, as well as stress from the job. These figures make it clear that the industry needs to act to support employee wellbeing, address the root causes within the sector, and help build happier, more productive, and more resilient workplaces. Here’s a few of the key problems and how firms can start to address them.
Mounting pressures
Speaking up about the problem is an important first step for businesses looking to uncover the things that are impacting employee wellbeing. Unfortunately, in an industry where men make up 86% of the global workforce, this is harder than it looks. More than half of men would be concerned about taking time off work because of their mental health, while 46% would be ashamed or embarrassed to tell their employer. This compounds the existing root causes of
stress, meaning mounting pressures aren’t addressed until they’ve grown into serious issues. Unmanageable workloads are a key example – the skills gap is at its widest in the construction and engineering sectors, and new rules that came into force in April have only complicated the process for some roles of securing the visas needed to recruit oversees workers to fill crucial vacancies . This leaves existing employees with wellbeing-damaging workloads, and often feeling unable to ask for support. Business and operational challenges can also play a severe toll on managers. As costs increase, managers are under pressure
themselves to deliver more with less, pressure that can be unintentionally transmitted to others in the team. This is why communication is a crucial starting point in improving wellbeing. Regular one-on-one meetings, for example, allow managers to be open about targets and take feedback from their team on achieving them, without putting undue stress on anyone. This builds essential trust throughout a business, giving employees and managers (who often absorb the concerns of their direct reports) the opportunity to be honest if they’re struggling. Stating loud and clear that everyone can raise wellbeing concerns and don’t have to suffer in silence is something that every firm can do now to create the right conditions for change.
The right interventions
Individual engineering firms don’t have the power to address the macro challenges affecting the entire industry and economy, but they can help to mitigate the impact on employees. Many employers aren’t offering mental health support in their workplaces, despite the huge number of engineers who are in need of help with their wellbeing. However, before they invest in external
resources, businesses should take a frank look at their internal culture to understand whether it’s one in which people feel able and have the opportunity to discuss their wellbeing. Regular contact with managers gives people the chance to address pressures and problems with the business, as well as receiving feedback themselves. Put simply, it must be a two-way conversation. Communication is the basis of the support structure that employees need to help them stay happy and healthy at work. Employers should also tailor the support they offer to the challenges employees are facing at a particular time. For example, when deadlines are looming and workloads are high, people will put their heads down to get the work done, so may not be as vocal about issues affecting their health and wellbeing. As a result, businesses need to step up when workloads rise, regularly checking in on employees and acknowledging everyone’s hard work in difficult times.
Wellbeing interventions aren’t just about damage limitation. They should focus on celebrating personal and professional achievements by sharing positive feedback widely and proudly. Employees should feel that the business is there for them at all times, both when they’re thriving and when they need a bit more support. More informal support networks such as buddying/mentor programmes also provide a visible option for people who want to talk, but who feel put off by navigating official channels. They’re also a powerful tool for combatting isolation, particularly for new recruits. Employee benefits are another crucial part of your health and wellbeing offering. More than 80% of UK employers have recorded an increase in employees requesting more wellbeing benefits in the workplace. Discounts on gym memberships, meditation resources, or ‘wellbeing days’, given in addition to an employee’s annual leave allowance, are all good examples. While benefits focused on physical and mental health are becoming more common in employee value propositions, that doesn’t mean career-focused benefits should be neglected either. Don’t underestimate the positive impact that training and progression opportunities can have on how people feel at work – not to mention their ability to boost productivity and encouraging stronger employee engagement.
Mega managers
As the most visible and accessible advocates, managers are the crucial link in your health and wellbeing strategy. But it’s not an easy role, as many employees who have excelled in their jobs will have been thrust into management roles without any wellbeing training or experience. It’s never too late to provide this training, which should focus on the specific risks to wellbeing in the business, as well as how managers can identify an employee who needs support and then act to address issues or provide access to further support. Of course, issues to do with workload, stress, or conduct can put managers in a difficult position, which is why the process for escalating concerns needs to be crystal clear. If a manager sits on a problem because they don’t know how or where to escalate it, the issue can become larger and have a greater impact on the wider business.
In each case, it’s a delicate process and not all issues are ones that employers can solve. External wellbeing support should always be an option – providing access to employee assistance programmes provides an important outlet for issues that people don’t feel comfortable discussing at work, as well as giving managers somewhere to signpost to. Being able to offer professional, independent advice also demonstrates real commitment from the business and a willingness to contribute to people’s health and wellbeing.
The golden rules
The sky’s the limit when it comes to improving health and wellbeing for engineering companies, but there are a few qualities that should guide any intervention. Focus on putting in place measures that are proactive, robust, and visible. It could take time to find the approach that’s right for your business, but keep inviting feedback from employees, and you’ll know when you find it. Get it right, and the benefits include a more positive culture; happy, motivated and productive employees; and a major asset in the battle for talent.
30 BUILDING SERVICES & ENVIRONMENTAL ENGINEER SEPTEMBER 2024
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