Strategies for managing Strategies for managing Strategies for managing Strategies for managing mental wellbeing in the mental wellbeing in the mental wellbeing in the mental wellbeing in the workplaceworkplaceworkplaceworkplace

13 March 201413 March 201413 March 201413 March 2014

mind.org.uk

Emma Mamo, Emma Mamo, Emma Mamo, Emma Mamo, Head of Workplace WellbeingHead of Workplace WellbeingHead of Workplace WellbeingHead of Workplace Wellbeing

What is mental health?

languishing

No symptoms of mental

health problems

Symptoms of mental

health problems

Flourishing

Mental health at workMental health at workMental health at workMental health at work• Right now 1 in 6 workers is dealing with anxiety,

depression or stress

• Work is the most stressful factor in people’s lives

• 40 per cent of employers view workers with mental health problems as a ‘significant risk’

• Mental ill-health costs the economy an estimated £70bn each year

Culture of silenceCulture of silenceCulture of silenceCulture of silence• Yet eight in ten employers have no mental health policy to

help staff sustain good mental health

• While stress has forced one in five workers to call in sick, 90 per cent have lied to their boss about the real reason for not turning up

• Managers want to do more to improve staff mental wellbeing but they need more training and guidance

• Employers need to take the first step

Silence Silence Silence Silence around issue

Wider

society

Scared Scared Scared Scared to reveal problem Lack of knowledgeknowledgeknowledgeknowledge

Scared Scared Scared Scared to raise the issue

Silence Silence Silence Silence around issue

Increases perception perception perception perception of stigma

Those with

MHPsStigma

Best practice for employersBest practice for employersBest practice for employersBest practice for employers

A comprehensive mental health strategy will create an openand supportive working environment

Three-pronged approach

1. Promote wellbeing

2. Tackle work-related causes of mental health problems

3. Support employees with mental health problems

Senior leadership across the organisation is crucial

Promoting wellbeing Promoting wellbeing Promoting wellbeing Promoting wellbeing

• Get buyGet buyGet buyGet buy----in at all levelsin at all levelsin at all levelsin at all levels

• Get mental health on the agendaGet mental health on the agendaGet mental health on the agendaGet mental health on the agenda

• Strong leadership Strong leadership Strong leadership Strong leadership –––– positive, open and clear culture which values staffpositive, open and clear culture which values staffpositive, open and clear culture which values staffpositive, open and clear culture which values staff

• Send a message Send a message Send a message Send a message –––– get leaders to support lunch breaks and sensible hours get leaders to support lunch breaks and sensible hours get leaders to support lunch breaks and sensible hours get leaders to support lunch breaks and sensible hours

• Support flexible working where possibleSupport flexible working where possibleSupport flexible working where possibleSupport flexible working where possible

• Promote open dialogue and involve staff in decisionPromote open dialogue and involve staff in decisionPromote open dialogue and involve staff in decisionPromote open dialogue and involve staff in decision----makingmakingmakingmaking

• Ensure good, clear communication and develop trustEnsure good, clear communication and develop trustEnsure good, clear communication and develop trustEnsure good, clear communication and develop trust

• Invest in staff Invest in staff Invest in staff Invest in staff ---- prioritise learning and developmentprioritise learning and developmentprioritise learning and developmentprioritise learning and development

• Promote physical and social activitiesPromote physical and social activitiesPromote physical and social activitiesPromote physical and social activities

• Encourage peer support and buddy systemsEncourage peer support and buddy systemsEncourage peer support and buddy systemsEncourage peer support and buddy systems

Workplace triggers Workplace triggers Workplace triggers Workplace triggers

• Long hours and no breaksLong hours and no breaksLong hours and no breaksLong hours and no breaks

• Unrealistic expectations or deadlinesUnrealistic expectations or deadlinesUnrealistic expectations or deadlinesUnrealistic expectations or deadlines

• HighHighHighHigh----pressure environmentspressure environmentspressure environmentspressure environments

• Poor working environmentPoor working environmentPoor working environmentPoor working environment

• Unmanageable workloads or lack of control over workUnmanageable workloads or lack of control over workUnmanageable workloads or lack of control over workUnmanageable workloads or lack of control over work

• Negative relationships or poor communicationNegative relationships or poor communicationNegative relationships or poor communicationNegative relationships or poor communication

• Poor managerial supportPoor managerial supportPoor managerial supportPoor managerial support

• Job insecurity or change managementJob insecurity or change managementJob insecurity or change managementJob insecurity or change management

• HighHighHighHigh----risk rolesrisk rolesrisk rolesrisk roles

• Lone workingLone workingLone workingLone working

Tackling workTackling workTackling workTackling work----related causes related causes related causes related causes

• Take stock of organisation’s mental health and wellbeingTake stock of organisation’s mental health and wellbeingTake stock of organisation’s mental health and wellbeingTake stock of organisation’s mental health and wellbeing

• Think about policies and practices that interact with staff wellbeing Think about policies and practices that interact with staff wellbeing Think about policies and practices that interact with staff wellbeing Think about policies and practices that interact with staff wellbeing

• Ensure line managers are supported and confident on mental healthEnsure line managers are supported and confident on mental healthEnsure line managers are supported and confident on mental healthEnsure line managers are supported and confident on mental health

• Promote a culture of regular onePromote a culture of regular onePromote a culture of regular onePromote a culture of regular one----totototo----ones ones ones ones –––– build mental health and build mental health and build mental health and build mental health and wellbeing into these processeswellbeing into these processeswellbeing into these processeswellbeing into these processes

• Support managers to minimise stress by managing workloads and Support managers to minimise stress by managing workloads and Support managers to minimise stress by managing workloads and Support managers to minimise stress by managing workloads and providing clarity about expectationsproviding clarity about expectationsproviding clarity about expectationsproviding clarity about expectations

• Consider the physical environmentConsider the physical environmentConsider the physical environmentConsider the physical environment

• Routinely publicise internal and external support pathwaysRoutinely publicise internal and external support pathwaysRoutinely publicise internal and external support pathwaysRoutinely publicise internal and external support pathways

Supporting employeesSupporting employeesSupporting employeesSupporting employees

• A culture needs to be created that enables disclosure

• Develop tailored support for individuals when needed. A useful tool is developing an Action Plan that covers:

– What keeps you well at work

– Workplace triggers and early warning signs

– Impact of mental health problem on performance

– Steps for the line manager to take

– Steps for the individual to take

• Put in place support measures and workplace adjustments

Preventative steps for employeesPreventative steps for employeesPreventative steps for employeesPreventative steps for employees

• Avoid long hours or have downtime after busy periods• Take your lunch break and get some fresh air• Use ‘to do’ lists to prioritise and monitor work• Be honest if expectations are unrealistic• Make the most of one-to-ones to reflect and forward plan• Reflect on your achievements each day• Talk to colleagues, friends and family

If you are feeling overwhelmed…If you are feeling overwhelmed…If you are feeling overwhelmed…If you are feeling overwhelmed…

• Learn some relaxation techniques• Take a deep breath and some time out• Communicate if you need help

Having a work/life balanceHaving a work/life balanceHaving a work/life balanceHaving a work/life balance

• Are you often the last to leave work? Do you do extra work outside of working hours?

• Create clear boundaries between work and home

• Refresh your ‘to do’ list at the end of the day

• Use the time on your commute home to wind down from work

• Make sure you’re maintaining a life outside work

Getting supportGetting supportGetting supportGetting support

Communicate with your line manager

• Use work support schemes – occupational health or Employee Assistance Programmes

• Seek external advice or support

• Negotiate adjustments to how your work

• Remember your legal rights and your employer’s duties

If you are off work or returning to work

• Stay connected

• Negotiate a phased return or adjustments

Workplace adjustmentsWorkplace adjustmentsWorkplace adjustmentsWorkplace adjustments

• Flexible working (e.g. change to start/finish time, WFH)

• Change of workspace

• Changes to break times

• Changes to role (temporary or permanent)

• Increased managerial support

• Provision of quiet rooms

• Return-to-work policies (e.g. phased return)

• Consider appropriateness of absence rules and limits

Often about a change in attitude rather than a cost

Case study: simple changesCase study: simple changesCase study: simple changesCase study: simple changes

Chloe was experiencing depression. Fearing the worst,

Chloe disclosed her condition but found that her boss did

everything to support her:

• weekly catch ups to prioritise her workload

• flexible working

• afternoon naps to cope with the side effects of medication

This aided Chloe’s speedy recovery and ability to stay in work

It doesn't feel like I've been punished for being depressed, it almost feels like I've been rewarded for being honest

Deciding to discloseDeciding to discloseDeciding to discloseDeciding to disclose

• Remember you are not alone Remember you are not alone Remember you are not alone Remember you are not alone - one in six of our workforce experiences mental health problems each year and most balance their health with the demands of a job

• It’s your choice It’s your choice It’s your choice It’s your choice whether or not to disclose, but being open can help you get the right support to stay in work

• You have rights You have rights You have rights You have rights – seek legal advice from the Mind legal Advice Service

• Request a oneRequest a oneRequest a oneRequest a one----totototo----one meeting one meeting one meeting one meeting with your manager – be honest about your mental health, your work demands and what would help you manage your distress and perform well at work

• Remember you are the expert Remember you are the expert Remember you are the expert Remember you are the expert on your needs – agree a plan of changes with your boss and a time to meet again to discuss whether things have improved

Next steps Next steps Next steps Next steps ---- how Mind can helphow Mind can helphow Mind can helphow Mind can help• Sign up for our eSign up for our eSign up for our eSign up for our e----newsletter for the latest updatesnewsletter for the latest updatesnewsletter for the latest updatesnewsletter for the latest updates

• Download our free guides for employersDownload our free guides for employersDownload our free guides for employersDownload our free guides for employers

Next steps Next steps Next steps Next steps ---- how Mind can helphow Mind can helphow Mind can helphow Mind can help

• Mind Workplace Mind Workplace Mind Workplace Mind Workplace –––– training and consultancytraining and consultancytraining and consultancytraining and consultancy

• Local Minds Local Minds Local Minds Local Minds –––– counselling services, job retention servicescounselling services, job retention servicescounselling services, job retention servicescounselling services, job retention services

• Mind Infoline and Legal Advice ServiceMind Infoline and Legal Advice ServiceMind Infoline and Legal Advice ServiceMind Infoline and Legal Advice Service

• Information on Mind website Information on Mind website Information on Mind website Information on Mind website

• Free resources for employeesFree resources for employeesFree resources for employeesFree resources for employees

Any questions?

Thank you for listening!To find out more:To find out more:To find out more:To find out more:

mind.org.uk/work for information and resources on mind.org.uk/work for information and resources on mind.org.uk/work for information and resources on mind.org.uk/work for information and resources on mental health at workmental health at workmental health at workmental health at work

mind.org.uk for general informationmind.org.uk for general informationmind.org.uk for general informationmind.org.uk for general information

Contact:Contact:Contact:Contact: work@mind.org.ukwork@mind.org.ukwork@mind.org.ukwork@mind.org.uk020 8215 2424020 8215 2424020 8215 2424020 8215 2424