‘Mental health’ is a catch all term which refers to a person’s condition with regard to their psychological and emotional well-being. While many HR professionals may pride themselves on their approach to managing employee sickness, research suggests that some mental health conditions could be slipping under the radar. However comprehensive our wellbeing policies may be, we must first identify individuals in need of help.
Unlike physical sickness and disabilities, which are often apparent or discussed openly, mental health conditions can prove more difficult to spot. Add to this the fact that, according to the CIPD, many job applicants with mental health issues fear prejudice if they disclose their conditions, and it is easy to see why HR can be forgiven for failing to recognise cases.
However, according to the NHS, almost 50 per cent of long-term absences from work are the result of mental health issues, including depression, anxiety and bipolar disorder. Clearly, we must do more to identify, and address, when employees are unwell.
According to mental health charity, Mind, one in four people in the UK will suffer from a mental health problem each year. To put this statistic into perspective, if you oversee a team of 60, 15 of those employees will have mental health challenges in each 12 month period – that’s more than one a month. Furthermore, a new report from Lancaster University’s Work Foundation suggests that around one in six people of working age are experiencing mental health problems at any one time. In light of these statistics, I think we could all agree more vigilance is in order.
Lancaster University also found that employers often misinterpret cognitive symptoms – including poor concentration, difficulty with decision-making and negative thinking – so people with mental health problems are at a higher risk of losing their jobs. According to Mind, people with mental health problems often fall out of work because they haven’t been adequately supported in their job. However, falling out of employment usually makes people more unwell, and those taking time off for more than six months have only a 20 per cent chance of returning to work in the next five years.
We need to realise that mental health conditions are not exclusive to chronic sufferers or those on the margins of society – mental illness can hit anyone, at any time. According to a recent Lifestyle Stress Audit by wellbeing brand Neom, nine out of 10 women in the UK are regularly stressed, with almost a fifth suffering from stress every single day. Two thirds feel tired and unhappy; half struggle to sleep, and feel anxious; and two in five lack energy as a result of stress.
We perhaps shouldn’t be surprised that working women are the most likely to suffer with stress. But the highest stress levels, it seems, are among females earning over £55,000 a year. The former Elle and Red magazine editor, Sally Brampton, has been open about her struggles with mental illness, as has JK Rowling, who had nine months of cognitive behavioural therapy (CBT) before finding success as an author.
In high pressure environments, something has got to give – and your workforce’s mental health should not be the breaking point. Organisations must learn to recognise the symptoms of conditions such as stress and depression so that they can help employees overcome these challenges. Awareness is the first step in managing psychological wellbeing. Tell-tale signs that something isn’t right can include: decreased productivity, morale problems, lack of cooperation, safety risks, absenteeism and frequent statements about being tired all the time.
If you think an employee may be suffering from a mental health condition, don’t be afraid to broach the subject and let them know what support mechanisms are in place. Staff wellbeing is intrinsically linked to productivity, morale and retention. Mental illness may still be a taboo subject for some individuals, but if we fail to address these issues, the impact on organisational outcomes can be significant. In fact, a 2014 PwC report claimed that for every dollar invested in creating a mentally healthy workplace, $2.30 is generated in benefits to a company.
In light of this, many large organisations now have in place comprehensive employee wellness strategies. Consulting firm Deloitte, for example, offers two sabbatical programs: a one-month unpaid leave that you can take for any reason whenever you want, and a three- to six-month paid sabbatical to support personal growth. Google meanwhile offers on-site doctors and medical services, free meals, yoga and fitness centres. Although these examples are extreme, many smaller companies are shining the spotlight on employee wellness.
If your organisation is doing something great, I’d urge you to share your stories by entering the Recruitment Industry Disability Initiative (RIDI) Awards, which celebrate progress and recognise the success of organisations that are making headway in increasing the inclusion of those with mental illness and other disabled professionals.
