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Mental Health in the Workplace

Greater efforts to promote mental health and improve early diagnosis and treatment of those with mental illness would improve the lives of millions of Europeans and contribute to stronger economic and employment conditions, according to a recent joint OECD/European Commission report. 'Health at a Glance: Europe 2018' says that mental health problems, such as depression, anxiety disorders and alcohol and drug use disorders, affect more than one in six people across the European Union in any given year. Besides the impact on people’s well-being, the report estimates the total costs of mental ill-health at over EUR 600 billion – or more than 4% of GDP – across the 28 EU countries. This article looks at ways to not only deal with your current employees suffering with mental health issues - and how to effectively manage them - but also how to properly approach the initial recruitment process with those battling a mental health issue. Many people effectively manage their mental health condition alongside the demands of a job and daily life, sometimes with treatment and support. Others may experience symptoms of poor mental health but may never be diagnosed with a condition. The crucial thing to remember is that everyone’s experience of poor mental health is different – two people with the same condition may have entirely different symptoms and coping mechanisms. That’s why working with people on an individual basis is so important. “On average, people with mental disorders die 20 years younger than the general population” Good practice in recruitment selection and assessment Employing the right person for the job and getting the staffing right on particular projects in the first place is crucial to help prevent stress and promote individual resilience. A key source of work-related stress and poor mental health is a misfit between the individual and the role, or between the needs and values of the person and those of the work environment, or between the individual’s skills and abilities and the organisation’s demands on them. Selecting recruits based on competence and/or potential, combined with realistic job previews, is therefore not only important for performance, but also for managing and supporting mental health. Realistic job previews provide potential applicants with information on both positive and negative aspects of the job. Experience of poor mental health is not an indicator of poor performance, so it is important that employers do not discriminate consciously or unconsciously against people on the basis of prejudiced and unjustified assumptions regarding the employability of people with mental health issues. Recruitment should focus on hiring the most suitable candidate for the job. Therefore, appointment decisions should be objective and based on whether candidates have the necessary qualifications and competence required for the role. Employers and those involved in recruiting should take great care not to allow assumptions about health or disability (which may be subconscious) to cloud judgements about each candidate’s skills and abilities. “14.7% of people experience mental health problems in the workplace during their career” Job and person specifications Distinguish carefully between essential and desirable requirements for the job to allow for flexibility in making adjustments. Focus on what is required to get the job done (for example knowledge or experience), not how it will be done (for example method of delivery), as this gives flexibility for achieving output in different ways. Make it clear what mental and emotional elements are required to meet the requirements of the role, but don’t overemphasise the need for a certain type of personality. Improving recruitment processes Communicate the organisation’s commitment to equal opportunities during the recruitment process, including in the job advert. Provide guidelines and training for all staff involved in recruitment to ensure that candidates are not discriminated against at any stage. Make it clear in adverts and interviews that the organisation promotes good mental well-being and supports people if they experience poor mental health, as this sends a signal that disclosure will not lead to discrimination. For example, include a statement such as: ‘As an employer we are committed to promoting and protecting the physical and mental health and well-being of all our staff.’ State clearly that reasonable adjustments are available – for the interview and the job itself – so applicants understand why disclosure might be beneficial. Ensure people can disclose a mental health and/or well-being problem confidentially and that any information about health or disability is kept separate from the application form, so the recruitment panel does not see it. Supporting current employees Well-being in the workplace influences health and productivity. A negative work environment or excessive job strain – a result of the interaction between high job demands and inadequate job resources – may lead to physical and mental health problems and increased substance abuse. Various factors can impact the mental health of workers. Most risk factors are related to inadequate managerial and organisational environments, stressful occupations, lack of support, and lack of individual skills and competencies. Interventions to promote and protect mental health in the workplace should consist of raising awareness of the importance of mental health, informing employees of the help available, involving employees in decision-making, offering programmes for career development, and recognising and rewarding work performance. How to create a culture that supports staff to be open about their mental health If you take proactive steps to create a more open and supportive culture, staff should then gradually begin to feel more confident to talk to managers about their mental health. However, it’s important to remember culture change doesn’t happen overnight and the individual relationships between managers and employees are the key to getting this right. If people are able to receive support quickly, this can often help steer them away from developing a more serious problem. For this reason, it’s vital that organisations have clear, well publicised channels in place for employees to raise concerns and take positive action promptly when staff seek help. “Women in full-time employment are nearly twice as likely to have a common mental health problem as full-time employed men” How to have a conversation with an employee about their mental health Just as you would with physical health, a good place to start is simply to ask someone how they’re doing. The first step is to establish open communication (which should be maintained if people take time off for sickness absence) leading to understanding and appropriate support. How will you know if someone’s experiencing a mental health problem? The manager will know the people in their team, and they may notice changes in them. However, it’s important to remember everyone’s experience of a mental health problem is different and there may be no outward sign – this is why it’s so important to create an environment where people can be open. You should never make assumptions about people’s mental health, but clues might include: Changes in people’s behaviour or mood or how they interact with colleagues. Changes in their work output, motivation levels and focus. Struggling to make decisions, get organised and find solutions to problems. Appearing tired, anxious or withdrawn and losing interest in activities and tasks they previously enjoyed. Changes in eating habits, appetite and increased smoking and drinking. Work is often the most stressful factor in people’s lives, but people generally don’t feel able to ask for help when they’re struggling. This silence feeds misunderstanding and prejudice which can make it harder for people to be open. How to manage an employee’s time off sick and their return to work Sometimes an employee may be so unwell they need time off work to recover. The way organisations manage a period of sickness absence is key in shaping how well and how quickly people are able to return to work and get back to peak performance. To effectively support staff to recover and return to work as quickly as possible, employers should: Be proactive and get involved as early as possible if someone is unwell. Take a person-centred approach and be sensitive to the individual’s needs. Be positive, professional and supportive throughout the process. Maintain supportive contact with people throughout their sickness absence. The way employers manage a period of sickness absence also sends a message about the organisation’s values. Trust and integrity are key drivers of engagement, and organisations that support staff reap the benefits in terms of loyalty and commitment from all employees. If sickness absence is managed poorly, the relationship between employee and employer can break down. In some cases, people may lose confidence to return to work – leading to the loss of a valuable member of staff and damaging morale across the organisation. Managing performance Often, the reasons for poor performance are not properly explored, even where a mental health issue is suspected, so the approach from managers or HR is only performance-based, when it should also recognise any health factors. This is sometimes driven by misunderstanding or prejudice, as poor mental health can be viewed as an ‘excuse’. Mind’s 'Workplace Well-being Index' assesses the impact poor mental health has on performance through a staff survey. Of those who reported experiencing poor mental health while at their current employer, only 8% said it did not affect their performance. However, the majority of respondents did feel it had an impact: However, many people with a condition continue to go into work and thrive. There could be times when performance could be affected, particularly if they are afraid of disclosing their condition and accessing the support they might need at certain times. An effective performance management process should be responsive to people’s needs and take into account any health issues they may be experiencing. "15% of employees had faced dismissal, disciplinary action or demotion after disclosing a mental health condition". The '2017 Mental Health at Work' survey adds: ‘Scaled up to the general working population, this could mean as many as 1.2 million people are negatively affected for speaking out about their mental health’. ________________ In 2019, the World Health Organisation plans to begin development of a guideline on mental health in the workplace, working closely with the Wellcome Trust, the International Labour Organisation and organisations that have already accumulated vast experience in this area. The guidelines will address the actions required to help prevent, manage and overcome mental health conditions. This new guidance for workplace well-being will be another important step towards better mental health for all people around the world.

10 Reasons Why Inclusivity Needs To Be Part of Your Diversity Strategy

The technology industry still struggles with diversity and inclusion. Most companies often fail to attract diverse talent due to inclusivity issues within the workplace. For businesses looking to sharpen their diversity and inclusion programs, the change can seem rather daunting. According to EY, companies in the top quartile for racial and ethnic diversity are 35% more likely to have higher financial returns than their industry peers. Additionally, companies in the top quartile for gender diversity are also 15% more likely to perform better financially than their peers. So, it seems simple – diversity and inclusion drive business revenue and profits. However, it seems we often neglect the ‘I’ in the D&I conversation. The challenge is in having a culture where all employees feel included. It’s a huge investment in time and money to bring talent into your organisation, so why bring them in if they’re not happy when they get there? You’ve got to get the inclusion part right. To make employees feel more included, appreciated and safe in the workplace, initiatives must be targeted to achieve specific results - inclusive workplaces attract and retain the best talent. Nowadays, top talent see their workplace as an extension of their lifestyle; if their core values are not reflected in those of the company, it is unlikely that your employees will thrive in your business. 1. What are your diversity goals? There are multiple considerations that need to be made when building a diversity strategy, but the first is understanding your end goals. Studies have shown that organisations building strategies that focus on one group, often alienate that same group. For example, it has been highlighted that programmes focused on increasing the number of women in IT, can have a positive and negative impact as it is perceived that not enough is being done to hone in addressing other diversity issues; including, racial profile, sexual orientation or disability. The case for diversity must also be a holistic one, taking into account the benefits of diversity for organisations (such as enhanced employer brand, contribution to society, and corporate reputation) alongside the benefits for individuals at work. 2. Where does inclusivity fit in to your hiring strategy? Diversity strategies and goals are a substantial consideration for all growth businesses, however a lack of understanding of the local talent pools and the impact on corporate culture creates greater problems for those whose sole focus is diversity. Studies have shown that too often, leaders focus diversity and inclusion efforts disproportionately leading to a forward thinking talent attraction programme and a lesser focus on retention and championing the vision that attracted the talent in the first instance. To retain and nurture top talent, it’s critical to take an honest look at the end-to-end employee experience, with an eye toward creating conditions that promote inclusion on a daily basis and designing ways to measure the impact. Inclusion strategies are a great way to understand the impact on current employees who are not a target focus when driving diversity; different groups may feel disadvantaged due to diversity, not ability. Whilst building diversity and inclusivity programmes, retaining ALL talent in competitive markets is vital. 3. Use inclusive language First impressions count and anyone applying for a job online through social media or a corporate website will build a picture of your culture and determine the fit before deciding whether to apply. Therefore, it is vital that your company literature is appealing to the audience that you are aiming to appeal to. Social media company, Buffer, challenged their use of language used in computer programmer job descriptions as only 2% of applicants were female. This improved after a review of their job descriptions and job advertisements determined that there was unconscious usage of gendered wording. 4. Look beyond culture fit Most employers seek to hire employees based on culture fit. Whilst it’s understandable that companies should wish to hire people who will fit in, it can lead to a homogeneous workforce. Instead, employers should hire for culture add – targeting candidates that bring something unique to the company culture that doesn’t currently exist. Cast your recruitment net wider to include people from underrepresented groups. Reach out to professional hiring organisations, attend conferences and networking events that cater to a diverse crowd. 5. Build a Mentoring Community Every great community need mentors. Mentors voice concerns and overcome challenges for their community members. Communities can vary from race, gender, age, sexuality, religion and even remote workers - it's important that everyone feels respected and included in the same way. These mentors should take the time to learn about different cultures, races, religions, needs and backgrounds represented by their colleagues. 6. Acknowledge holidays of all cultures One way to build awareness of diversity and foster greater inclusivity is to be aware of, and acknowledge, a variety of upcoming religious and cultural holidays. Your employees may be at work, but this matters to them on a personal level. Use your company’s internal communications to help employees be more aware of, and keep track of, multicultural religious or holiday celebrations. Be respectful of these days when scheduling meetings and understand that employees may have different needs and therefore require flexibility. 7. A top-down approach isn’t enough Top-down approaches drive compliance, not commitment. From senior leaders to frontline employees, every individual must see and understand their role in company culture. This means identifying differences in employee experiences and values across the organisation, so that change can be made relevant for each person and knowing that lasting change must activate different parts of the system. 8. Inclusion is ongoing — not one-off training It isn’t enough to just teach employees what it means to be inclusive. Like any form of behaviour change, inclusion requires individuals to identify key moments in which to build new habits or “microbehaviors” (daily actions that can be practiced and measured). When these habits are put into action in an environment that supports honest conversations and healthy tension, real change becomes possible. One way to do this is to identify change cohorts within the organisation outside of the executive or management level. By equipping employees with the skills and information, you help them champion change within their departments, teams and working groups. This is much more effective than one-off training sessions which don’t move the needle; you want employees to incorporate these ideas and beliefs into their daily lives. 9. Embrace flexible working There is a clear link between flexible working and the ability to attract and retain diverse talent. This ranges from flexible hours and ad hoc remote working through to dynamic working, part-time and job share opportunities. Changing your default position to be a flexible employer can be a positive step in the right direction, especially as this is becoming more of an important option to today's employees. It's important that they feel as included and valued in company communications and team decisions as those based in your office. 10. Consider your brand Brand and culture go hand-in-hand. The way in which you offer your products and services to the world reflect your values, and your biases. In the journey toward building a more inclusive organisation, it’s important to consider the relationship between what’s happening inside and outside of your company. What is your brand saying about who you are as a culture? What experiences are being left out or misunderstood? This should be refined and made transparent to potential employees, so they can make an accurate assessment about the cultural fit before applying to a vacancy. ________________ Workplace inclusion is something every workplace should strive for. It ultimately leads to increased productivity and employee well-being. It’s worth remembering that a diverse workplace does not necessarily lead to an inclusive one. A targeted inclusion strategy can go a long way to fostering long-lasting diversity and inclusion within your workplace culture.

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