Adapting to change: six key considerations for supporting the mental health of an ageing workforce
Our 2018 Global Benefits Attitudes Study suggested that younger workers may be more likely to suffer from stress, anxiety or depression. However, older people are no less prone to mental health problems, according to the Royal College of Psychiatrists’ Suffering in silence: age inequality in older people’s mental health care (2018) study. The difficulties different generations face, however, will often manifest themselves differently.
Adding to the complexity of the picture, our Global Benefits Attitudes Study also found that older workers are less likely to talk about mental health, and are less likely to ask for help and support.
Only 21% of baby boomers said they would seek support from family, friends or co-workers for mental health problems, compared to 48% of millennials. In addition, only 28% of boomers said they’d seek help from a medical professional, compared to 41% of millennials.
The consequences of suffering in silence, however, can be severe. Mental illness will rarely go away on its own and where it persists, the worse the symptoms can become and the more difficult they can be to treat.
Although awareness of workplace mental health issues as a whole is improving, older workers do risk being overlooked.
The increase in remote working, as a consequence of the COVID-19 pandemic, could also mean that mental health issues are more difficult to notice, particularly for people who are less likely to speak up.
Employers should consider the following in their efforts to support and mitigate the unique mental health challenges they face.
1. Tackling the knowledge gap
Spotting the signs of stress or mental ill health among older employees can prove a more difficult task given this generation’s stoic nature and their attitudes towards a subject that many still regard as taboo. But it remains vital to delivering early intervention.
Line managers cannot afford to wait until they’re approached. In our 2018 Global Benefits Attitudes Study, only six per cent of boomers said they’d seek support from their manager.
According to the World Health Organisation, the most common mental and neurological disorders among elderly workers tend to be dementia and depression, and although the symptoms of these conditions may vary, there are a number of tell-tale signs, often linked to behavioural change.
Older workers may exhibit similar symptoms as their younger cohorts, but they may also present subtle emotional symptoms, anxiety and agitation.
Research has found, however, that many older workers are unaware that early symptoms of mental ill-health – including insomnia, low-moods and feelings of helplessness – which can indicate a more serious problem.
Those suffering depression may also exhibit memory and concentration difficulties, symptoms that can also be linked with dementia.
Given the complex nature of mental wellbeing, managers are not expected to diagnose, but they should receive appropriate training to help them identify these warning indicators. They should also receive clear guidance on how to sensitively address issues and where to signpost support.
Some older workers may feel more comfortable speaking to someone outside of their line management structure, particularly if their line manager is a relatively young employee.
Training dedicated mental health first aiders who are members of their own peer group – but who may sit outside their line management structure – to act as a first point of contact can help overcome this issue.
2. Promoting a culture of openness
A culture revolution has taken place over recent years. Societal and corporate awareness of mental health has improved dramatically and there is a greater propensity to talk openly about the subject.
Attitudes among older people however – who grew up when the topic was more stigmatised and when depression and anxiety were often regarded as signs of weakness –remain engrained.
More concerted efforts must consequently be channelled into breaking down this ‘stiff upper lip’ barrier.
Organisations should aim to ensure cultural change is company-wide – that positive emotional wellbeing is not only part of a company’s ethos, but that it’s communicated widely across all workforce demographics.
Raising awareness and normalising mental health among older workers can be achieved by regularly adding the topic to the agenda of one-to-ones and team meetings to encourage conversation, enhance understanding and bolster resilience.
Although open communication is an essential pre-condition to understanding the root cause of problems, and to employees getting help, managers should consider carefully the words they use. Older employees may be turned off by terms such as mental health and depression, and a more informal choice of language can sometimes lead to improved levels of engagement.
3. Inclusive support
Age should never be a barrier to a treatment pathway.
According to the British Association for Counselling and Psychotherapy (BACP), older individuals will invariably engage well with counselling and, when prompted, can benefit from talking about their fears. However, it can be difficult for them to open up and share their concerns, such as ageing, death, illness or finances, with family or friends.
In addition to establishing mental health champions to offer support and guidance, employers can offer tangible benefits which support emotional wellbeing, such as Employee Assistance Programmes (EAPs), which provide all staff with access to trained, independent, counsellors at their convenience.
Face-to-face counselling sessions and mental health workshops can also prove helpful sources of support, while financial wellbeing programmes – including a mix of educational guides, workshops and interactive tools – can help employees with concerns about their subsistence on retirement to gain greater control over their personal finances.
In some cases, referrals to occupational health professionals may be required.
Importantly, companies should remember that maintaining positive mental wellbeing is an ongoing commitment and by being adaptable and proactive, businesses can reap the benefits of greater emotional resilience among all demographics.
4. A policy on bereavement
Bereavement is more likely to be experienced by older workers than any other age group.
The death of a partner can be especially traumatic and can involve an extremely difficult life transition, leading to loneliness outside of the workplace and an increased likelihood of depression.
Furthermore, it can also have a financial impact on the bereaved employee.
A formal company bereavement policy can help ensure that appropriate support is made available, and that best practice procedures are followed and compassion and sensitivity is exercised.
External services include Cruse Bereavement Care, which provides a national helpline and local volunteers who offer face-to-face emotional support.
5. An age-friendly workplace
According to the Office for National Statistics, around one in three workers are over the age of 50 and this number is increasing.
Against this backdrop, employers have a responsibility to ensure their working environment is age-friendly. Those workplaces that aren’t can have a detrimental impact on the mental wellbeing of an ageing workforce.
Older employees, for example, are more likely to suffer from physical health conditions, which can be difficult to manage at work without adequate support and assistance. This, in turn, can lead to stress and anxiety. Where necessary, adjustments should be made to job roles, tasks and workstations to take account of emerging conditions and employees’ physical health.
In some cases, where the effects of mental ill-health are long term, managers should be aware that conditions may be classified as disabilities under the Equality Act 2010. This puts a legal onus on employers to make reasonable adjustments to remove workplace barriers for affected employees. Failure to do so can risk discrimination.
In general, older workers are also less likely to have the same level of confidence in using technology as their younger colleagues. Indeed, according to our Health and Benefits Barometer research, 31% of workers over the age of 55 said that workplace technology increased job stress.
The drive to introduce new technology is inevitable as businesses search for more efficient ways of working, and the trend towards more remote and home working continues, but it should be deployed with appropriate levels of support, training and consideration to its users.
6. Older workers with caring responsibilities
Evidence suggests that increasing numbers of mid-life employees and elderly workers, are facing occupational pressures as they strive to balance work with caring for relatives. Around seven million grandparents are now involved in childcare, according to HM Treasury’s Pensions and ageing society (2015) report.
Grandparents already have a legal right to request flexible working, but to further alleviate stress, businesses should give wider consideration to how they can proactively introduce flexible working as a default option.
With older employees constituting an ever greater proportion of UK workforces, it’s in the interest of employers to take such steps to mitigate the challenges they face. An inclusive approach to mental wellbeing will not only promote principles of equality and respect, it can help to reduce absence costs, boost productivity and attract and retain important, experienced workforce skillsets.
The author is Mike Blake, wellbeing lead at Willis Towers Watson.
This article is provided by Willis Towers Watson.
In partnership with WTW
WTW is a leading global advisory, broking and solutions company.
