Addressing the rising levels of mental health issues in the workplace
In the last 12 months, mental health assessments have surged by 38%, with nearly half (49%) of respondents reporting symptoms of anxiety and depression and 35% experiencing stress, according to data from HCML.
These numbers reflect a growing and urgent issue facing employers across the UK.
Mental health issues now account for 12.7% of all workplace absences, and approximately 776,000 workers report work-related stress, anxiety, or depression, according to data from the ONS.
This has resulted in 17.1 million working days lost, with a total annual cost to UK employers of £56 billion.
When looking at mental health in the workplace, it’s important to be aware that the benchmarking data currently available has limitations.
In the latest ONS report, stress, anxiety and depression were ranked third in terms of incidence and days lost.
This data is self-reported and with mental health a person can perceive that their condition is caused or made worse by work, but when they are assessed by a professional the cause identified could be multifactorial.
We must also consider that mental health issues are often hidden and can present as another condition, including a musculoskeletal disorder a digestive problem, a skin issue and more.
Seeking the right support
What we need be worried about is the reality.
Minor illnesses can be early warning signs of mental health and any individual who is having frequent absences should be assessed by a professional to understand what the underlying and contributory causes are so an employer can provide the most appropriate support.
The root causes of mental health issues are varied and often complex.
While some issues are clearly work-related, such as high workloads, poor management, or toxic workplace cultures, many are also exacerbated by factors outside the workplace: family pressures, financial insecurity, relationship issues, and wider societal expectations all playing a part of how a person thinks or feels about work and about life.
A multi-disciplinary approach to managing mental health
Employers must view mental health as a business-critical issue that spans health and safety, risk management, HR, and line management.
A joined-up approach is essential for identifying new risks and ensuring early intervention.
There are a number of steps an employer should consider:
1. Identify your occupational risks
Under health and safety legislation an employer has a duty of care to identify the risks that have the potential to cause harm or make any illness worse.
The employer needs to identify these individuals and the issues.
In doing so, as an employer, you will then know what absence is potentially caused or made worse by work and what is potentially related to a broader multifactorial causation.
Employers should conduct psychological risk assessments.
These will identify who is most at risk of mental ill health, such as employees under 30, those with neurodiverse conditions or protected characteristics, and individuals experiencing trauma or significant life stress.
2. Ensure you are providing the most appropriate support
Providing comprehensive occupational health services that can assess absence and presenteeism and identify whether the illness/absence is caused or made worse by work or whether the cause is variable.
By identifying the real reasons, the employee can be supported with the most appropriate intervention.
For example, it might be that the individual needs to take time away from work or would benefit from modified duties.
This will ensure that the support is more likely to achieve a successful outcome for the person and the business.
This occupational health service should be able to access private interventions to avoid any issues with current NHS delays in treatment.
This should include PAYG treatment sessions such as counselling or CBT.
A comprehensive EAP offering that can provide the most appropriate care for the individual is key, and if possible, provide access to a private healthcare plan for more complex conditions.
3. Steps to reduce stigma around mental health
It’s imperative that organisations create safe spaces for open dialogue where employees are encouraged to share personal challenges in a supportive environment.
Having mental health first aiders who are trained to identify the early warning signs can be a safe haven for employees and can also help refer into other services to maintain confidentiality.
It is also important to train line managers to understand mental health and understand that one person’s stressor is another persons fulfilment.
This will help them better understand when the person may have external stressors and be better able to spot the signs of mental health deterioration, including changes in behaviour, productivity, and communication.
When a person is absent it’s important that the manager is trained to stay in touch in the right way by being supportive and helping the person understand that they are a valuable member of the team.
Mental health must be a strategic priority
While not all stress can or should be eliminated, employers have a responsibility to prevent work-related stress for employees from becoming unmanageable.
Recognising that if a person has pressure and stressors outside of work that the employer cannot control, this should be part of the support an employer can offer to prevent ill health.
Putting measures in place to prevent anxiety and depression that can arise for different reasons should be the cornerstone of every workplace wellbeing programme.
Wellbeing is not just about mental health, but helping employees be the best that they can be both physically and mentally.
Managers should be mindful of workloads and realistic expectations, particularly for employees juggling stressors outside of work such as childcare, financial worries and societal pressures.
Providing flexibility, understanding, and regular check-ins can go a long way in reducing the risk of burnout.
In addition, fostering a culture of openness, where employees feel comfortable discussing their mental health without fear of judgment, is essential to long-term wellbeing.
The cost of inaction for organisations when it comes to supporting mental health is high.
Absence due to mental health is not only widespread, but it is often long-lasting.
For example, anxiety-related absences average 57 days, while stress-related absence averages 71 days, and depression 79 days.
These absences place strain on remaining staff, increasing their stress levels and potentially triggering a cycle of further absence.
Employers also face legal and financial risks, including non-compliance to health and safety practices, increasing the risk of potential employer liability claims, increased usage of healthcare plans and EAP services, and rising premiums on group income protection policies.
Focus on the positive
Promoting workplace wellbeing should be a positive focus, helping employees understand what causes and contributes to ill health, both physical and psychological, so that they may develop strategies to address their own personal pressure points.
Encouraging physical activity, good nutrition, adequate sleep, and social interaction all contribute to better mental health outcomes.
Support such as a MHFA, an EAP or a private healthcare plan can all help an employee access advice and guidance that is relevant to their own situation.
Treating mental health issues is not about finding a quick fix solution, but taking the right steps to achieve long-lasting results.
Companies must be extra vigilant and keep a close eye on how their employees are coping.
The quicker an employee can access care and support, the better the outcome for everyone involved.
Supplied by REBA Associate Member, HCML
HCML is a health and wellbeing provider, offering integrated and personalised healthcare solutions.
