Over the last decade, investments in mental health have risen dramatically. Most organisations now recognize mental health as a business issue. Despite this, many companies struggle to translate their efforts into tangible results. According to the CCLA’s Corporate Mental Health Benchmark, only a quarter have made improvements to workplace mental health.
As we navigate an ever-changing workplace, managers face increasing challenges to safeguard the mental health of their teams. By 2025, it is clear that priorities must be re-calibrated to meet the changing needs of an increasingly diverse and dispersed workforce.
I have identified six key areas of focus for people managers in order to support employee well-being and foster resilient workplace cultures.
-
Individualise wellbeing support
Each employee brings a unique set of experiences, challenges and needs to work, which makes it difficult for one-size fits-all approaches to be effective.
Building trust by ensuring that you understand your employees and tailoring support to their specific needs can help build trust. It could be that you offer flexible hours to caregivers, working parents, and women going through the menopause. Or, it might mean providing mental health support specifically for those who are experiencing this condition.
-
A holistic approach to employee well-being
Mental and physical well-being are interconnected and ignoring the relationship can reduce the effectiveness of mental strategies. A growing body of evidence suggests that physical conditions can negatively affect mental health. This is most commonly depression or anxiety. Sleep deprivation can, for instance, affect emotional intelligence, creative thinking, and problem solving abilities.
Organisations empower their employees by empowering them to develop resilience in all areas of their life. Employers that prioritise holistic well-being not only improve individual health but also drive productivity and organisational success.
-
Recognize the unique challenges faced by hybrid workers
Hybrid work has changed the workplace. It can provide greater flexibility and autonomy but also new challenges. Remote or hybrid workers are at risk of loneliness, isolation and “always on” culture.
In order to support hybrid teams, managers of people must focus on strategies which nurture connection and balance.
-
Set boundaries: Encourage employees not to send emails after office hours.
-
Fostering Connection: Regular virtual checks-in and in-person events can help combat isolation.
-
Equal opportunity: Make sure hybrid workers receive the same resources, training opportunities and recognition as on-site counterparts.
The right support can help organisations create a work environment that allows hybrid employees to flourish, both professionally and personally.
-
Refresh manager mental health training
Researchers have found that managers are more influential than doctors and therapists in affecting the mental health of their employees. Few managers are fully prepared to handle mental health. According to a study by the Institution of Occupational Safety and Health only 31% of managers believe they have been adequately trained to recognize the signs of poor health.
The problem is not just a lack in training but also a lack in ongoing training. The mental health landscape is constantly changing, making it essential for employees to receive effective support.
-
How to ensure leadership buy-in
Without the genuine support of senior leaders, a robust mental health plan cannot flourish. The leadership buy-in sets a tone for the whole organisation and signals that mental health is more than just an HR concern, but also a shared responsibility.
Leaders who are committed to mental health can demonstrate this by allocating adequate budgets, incorporating mental performance metrics into their business goals, or sharing their personal challenges and wellbeing practices.
-
Build psychological safety
Mental health at work is based on psychological safety, where employees can express themselves freely without fear of judgement or negative consequences. Research suggests that this basic aspect of mental wellbeing is lacking in many organizations.
A significant number of UK employees don’t feel comfortable having an open conversation with their employers about mental health. According to a survey, 57% UK employees don’t feel comfortable talking about mental health issues such as ADHD or anxiety with their employers and colleagues.
Employers should commit to creating psychological security in the workplace. Key areas of focus include:
-
Managers should show empathy and validation when sensitive conversations are taking place.
-
Confidentiality – Employees must trust that the information they disclose will not be used against them.
-
Visible Policy Enforcement: Make sure workplace policies protect employees who speak up and eliminate punitive consequences.
Employees will only speak up when they feel safe.
Employees who feel safe in their workplace are more likely to take advantage of mental health initiatives and resources, and ultimately improve their own and their team’s wellbeing.
Mental Health is the foundation of success in any organisation
The UK’s poor mental health costs employers between PS42 and PS45 billion per year through presenteeism. Sickness absence, and staff turnover. Employers can turn their investment into impact by addressing the six priority areas and taking a proactive approach. This will ensure that employees are resilient, engaged and ready for challenges.
Mental health in the workplace will be a key issue by 2025. People managers are the key to developing individualised, holistic and inclusive strategies which address the changing needs of their team. Mental health is not a side issue anymore – it is a key driver for organisational success.
The original version of this article, 6 mental-health priorities for managers by 2025, appeared first on Human Resources News.
