NEWS EXTRA STRESS TESTED –


WHILE A CERTAIN level of stress in our lives is important just to function, it was Reverend W. J. Kennedy who, in 1856, identified that “…if you want any business done for you, you should ask a busy man…” Which may be true, but the problem for some is that the relationship between busyness and stress is too incestuous.


According to Neil Shah, at the Stress Management Society, the matter of poor mental health is at the top of many an agenda. He points to data compiled by the HSE which found that in 2017/2018 stress, depression or anxiety accounted for 44% of all work- related ill health cases and 57% of all working days lost due to ill health. “The problem has grown more acute over the last 10 years to the point that 15.4m days were lost in 2017/2018 compared to just over 13m in 2007/2008.”


Andrew Rayment, a partner at Walker Morris LLP, agrees with Shah, “Each year workplace mental health issues cost the UK economy almost £35bn.” He cites an open letter written in November 2018 to the government from the leaders of more than 50 of the UK’s largest employers urging amendments to health and safety legislation to cover mental health. Emma Mamo, head of Workplace Wellbeing at Mind, says that over 1000 organisations have also signed up to the Time to Change organisational pledge: “and this year more than 100 employers from various sectors will take part in Mind’s Workplace Wellbeing Index, a benchmark of best policy and practice.”


She adds that for some the pressure is too much. She refers to a government-commissioned review, Thriving at Work, which in 2017 “revealed that 300,000 people experiencing mental health problems lose their jobs each year.”


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TO DESTRUCTION?


What is the right level of stress? Adam Bernstein looks at what employer and employee alike can do to relieve workplace stress...


taking time off work, just as someone would for physical health problems. “Smart employers,” she says, “should keep lines of communication open while someone’s off and discuss things like ‘phased returns’ – gradually coming back to work – if needed.” Other options include seeking advice from Acas, Mind’s Legal Line, the Stress Society, or a union representative.


The causes


HSE figures see the causes as primarily workload (44%), lack of support (14%), violence, threats or bullying (13%), changes at work (8%), and other (21%). This last category as a ‘catch-all’ is quite large and Shah thinks it relates to a combination of technological and financial pressures.


Looking at the former, he says that “this is partly down to the ‘always on call’ culture that has become the new normal in many workplaces and beyond,” a problem made worse by remote access with the concomitant obligation to be available on demand. It’s of note that in January 2017 the French gained a new ‘right to disconnect’ where companies with more than 50 workers are obliged to draw up a charter of good conduct that sets out the hours when staff are not supposed to send or answer emails. “We are undoubtedly seeing a shift in attitude towards mental health that is both societal and governmental,” says Rayment. He recalls a move from the government, in October 2018, where it appointed a suicide prevention minister in recognition of the fact that the number of people taking their own life had reached unacceptable levels.


Legal perspective Employers owe a legal duty of care to their staff to provide a safe place of work and that includes ensuring mental as well as physical health. Rayment suggests that “looking after employees’ mental health can save money and give a company a competitive edge as a good employer.”


Mamo sees the same: “Analysis by Deloitte as part of the Thriving at Work employment review found that employers should see a return on investment of between £1.50 and £9 for every £1 invested.” And to drive the point home, the HSE recently updated its first aid guidance for employers to emphasise the benefits of training staff to recognise whether colleagues are suffering from poor mental health.


Advice for employees unable to cope


Shah says that “it is really important that people do not struggle alone; we know that some employees will not want to speak about this at work.” In this situation the Stress Society recommends staff have (free) access to confidential services - Employee Assistance Programmes (EAP)- if provided by the employer. Mamo endorses the view that employees suffering should be


For employers A number of court cases have established that if an employer becomes aware that an employee is suffering from mental health issues in the workplace it must consider how best to address the situation. Rayment says employers should arrange a meeting with the employee to establish causes and what might alleviate the problem. “In some cases,” he adds, “it may be necessary to refer the individual to an occupational health advisor. The key is to keep talking to the employee and keep an open mind.” He also says to consider that “if the employee’s mental health condition has a significant adverse effect on their ability to carry out normal daily activities then it might classify as a disability under the Equality Act 2010.”


Shah takes a more pragmatic approach, saying that employers should be asking employees for opinions. “People often feel stress when they are powerless over their job content. So, if change is required, consult those involved so they can have a say in work-related decisions.”


Sensible employers, says Mamo, put in place Wellness Action Plans (available free from Mind’s website). “These are useful tools to help start conversations about mental health between managers and their direct reports; they help identify unique triggers for poor mental health.”


BMJ www.buildersmerchantsjournal.net June 2019


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