The Relationship Between Mental Health and the Workplace (Part 2)

Given the information discussed in part 1, it truly does pay for a company to invest in supporting the mental health of its employees.

Supporting employee mental health at a grass roots level can involve a number of simple measures, including: having Employee Access Programs (EAP) available to staff; ensuring adequate training is provided; providing clear information and supports during periods of company change and transition; ensuring inclusion of all employees; clarity around policies, procedures, and behavioural expectations (particularly regarding harassment and performance management); engaging in regular constructive and affirmative feedback; checking in with employees to see how they’re traveling; providing opportunities for review/refreshment of knowledge and skills; working with employees to identify any areas of required or desired growth and development; seeking to understand challenges an employee may be facing and discussing with them what they see as helpful, as well as what support is realistically available through the organisation. Discussing with employees their ideals for work-life balance, and where possible engaging in some flexibility around work hours, days off for important life/family events, and mental health days also demonstrates an openness and support for their health and wellbeing. Above all – communicate, and don’t take it personally.

If you are unsure why an employee is acting in a particular way, or you have noticed some changes in their performance, it might be time to take them aside to a quiet space and ask how they’re going. Let them know you’ve noticed some changes and you just want to check if they are ok, and if there’s any support they need at this time. This shows that you have been attentive, that you recognise this is a departure from usual performance, and removes any inference of blame. Creating this space can start to break a cycle of stress in that it: allows for open conversations to take place; can reduce the chances of management developing unhelpful assumptions regarding employee performance; and can reduce associated shame for employees regarding changes in performance, whilst giving them hope that support and understanding may occur within the workplace.

Employees note increased job satisfaction when managers: take time to recognise the achievements and progress employees are making in their role; as well as providing appropriate and constructive feedback. Employees are also likely to show increased loyalty and sense of ownership in the role when they are included in decision-making processes. These are just a few ways in which organisations can support employee mental health, with the added side-effects of increased job satisfaction. When an employee has higher levels of job satisfaction, there are associated increases in loyalty, quality of output, and efficiency. Taking steps to support employee wellbeing really is a win-win scenario for both employer and employee.

From time to time a stress cycle may reach a point where external input is required. At this point the effectiveness of breaking a stress cycle may involve eliciting the help of an objective external provider to work with both the staff member, colleagues, and management personnel in order to develop realistic solutions to reduce stress, or support coping within a stressful environment or period of time. Engaging in professional support through therapy can also be beneficial in helping the employee with: determining ways in which they can break down tasks in to smaller, accomplishable pieces; support in considering ways to discuss their challenges with an employer; as well as methods to better manage stress as it arises in future. Therapy can also be helpful to support managers in developing individualised approaches to challenges they face with staff.

Mental health is something we all have, and is an inextricable part of each person, at every level of employment. If we can work with employees, colleagues and managers in ways that promote mental wellbeing the benefits can be widespread, both at a personal and professional level. It can be as simple as asking someone how they’re going and what their needs are in their role. If you’re not sure how to approach a situation with an employee, or it hasn’t gone well, then perhaps it’s time to bring in an objective external provider.