Creating mental health champions in a workforce
However, over the past decade or so, attitudes have been changing, as the negative impact of mental ill-health on both a personal and professional level has become more widely recognised and publicised.
Cost to business
According to the Centre for Mental Health, mental health problems in the UK workforce costs employers an estimated £35bn a year, which amounts to almost £1,300 for every employee. By far the largest part of the business cost is presenteeism, which is estimated to cost businesses twice as much as sickness absence relating to poor mental health.
With such a heavy cost incurred, companies can ill-afford to ignore the issue, and should instead work towards creating a supportive environment that encourages workers to speak openly and seek help when they are overwhelmed. But overcoming the lingering stigma around mental health is the biggest hurdle.
Here, we look at how companies can make a cultural change and challenge negative perceptions through the creation of mental health champions.
Understanding mental health
Despite one in three (29 per cent) employees saying they have suffered from severe stress, anxiety or depression in the last two years (Willis Towers Watson’s Global Benefits Attitudes Survey (GBAS)), a deep-rooted fear of being open about mental health at work still exists. Although efforts are being made to change perceptions of mental health and there is an increasing body of education around the issue, scepticism persists.
According to our Health and Benefits Barometer, one fifth (20 per cent) of employees harbour scepticism towards people who take time off due to mental health issues. Furthermore, one in five (19 per cent) do not believe stress is a genuine mental health condition. This only serves to alienate those struggling with heightened stress or other conditions, leaving them to suffer in silence, encouraging presenteeism and preventing early intervention.
In order to tackle this stigma, organisations must educate their workforce and provide employees with easy access to mental health information. Having open and honest conversations about mental health can help workers feel comfortable disclosing existing mental health conditions and seeking help, which will ultimately lead to a more resilient and productive workforce.
The role of management
Due to their close working relationship with their teams, managers are better equipped to identify changes in behaviour in individuals and can make immediate adjustments to alleviate stress, such as to their reducing workload and working pattern.
Training managers in spotting the signs of poor mental health and encouraging them to champion awareness of mental health in the workplace, through open discussions and displaying healthy behaviours, can help normalise the issue and challenge negative perceptions. However, some employees do not feel comfortable speaking to their own manager about their mental health, creating a barrier to help. In fact, only one in three (34 per cent) employees said they would seek the support of a manager if they were suffering from anxiety or depression (GBAS).
According to our Barometer research, fear of a negative impact on job prospects is the biggest reason stopping workers talking to their manager about mental health issues (41 per cent), followed by a feeling that management or colleagues would not understand (38 per cent), a fear it would make colleagues think less of them (32 per cent) and the belief they would not receive adequate support (31 per cent).
Workers may feel more comfortable speaking to someone outside of the line management structure, such as a manager they do not directly report into or a designated staff member. These employees can be assigned as mental health champions, becoming the dedicated person to offer a confidential advisory service to those suffering from mental health issues. Before assigning this role, individuals who have expressed an interest should be assessed for suitability and to ensure they have the time and inclination to carry out the task at hand.
Championing positive mental health
Trained mental health champions can help bridge the gap between employer and employee, raising mental health awareness, dispelling myths and normalising the subject. These champions should be trained in mental health first aid, which teaches people how to spot the signs and symptoms of mental ill health and provide help on a first aid basis.
Mental health champions are a point of contact for an employee who is experiencing a mental health issue or emotional distress, helping the person get appropriate help, and also provide early intervention for someone who may be developing a mental health issue. As well as acting as a confidante and directing employees to sources of support, such as internal counselling or EAPs, mental health champions can seek feedback from staff on how to improve mental health at work, advise organisations on specific areas of need or concern, and carry out activities and workshops that encourage healthy behaviours.
These mental health champions can be involved in the creation and review of a company’s mental health or general wellbeing policy, giving a voice to staff members who may ordinarily not wish to speak up and to ensure mental health is a boardroom issue, on a par with physical health.
Whilst mental health champions and first aiders are becoming a popular choice for progressive organisations, it is important that all staff members are aware of mental health and what support is available. Ideally, all managers should be trained in recognising the signs of mental ill-health, in how to manage someone with such issues and where to direct them for internal and external support.
Furthermore, all staff should be taught how to spot the signs of mental ill-health in themselves and others and know who they can approach if they are experiencing issues.
Reinforcing the company’s commitment to good mental health by talking about it regularly, such as in team or one-on-one meetings and via internal comms, will help ensure certain stigmas do not slip back into the culture of the workplace.
This article is provided by Willis Towers Watson.
In partnership with WTW
WTW is a leading global advisory, broking and solutions company.
