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HealthInitiatives

HealthInitiatives

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Joined: 2022-05-10
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I’ve been seeking information regarding Employer’s Mental Health Initiatives for months and have compiled what I’ve researched in the body of this write-up.

Running wellbeing events, creating space in team meetings and supervisions or appraisals to talk about how everyone is feeling, and ensuring key messages about wellbeing are reinforced throughout the organisation – especially by senior management – all show a genuine commitment to investing in a healthier work environment. If mental health problems are suspected or disclosed at work, the first step is to establish honest, open communication with the employee, and this should be maintained if people take time off for sickness absence. If possible, the frequency of contact should be agreed before someone takes time off. We cannot create a wellbeing environment if we don’t train our managers to look after their people effectively. We’ve got to understand how to train and teach managers, and what we hold them to account. Every one of us should have the knowledge, tools and confidence, to understand and look after our own mental health and the mental health of those around us. You can identify mental health issues or concerns in the workplace using the same methods you use to identify other health concerns. Mental health screenings and surveys are common tools employers use to identify employees who may show risk factors for mental health concerns. Organisations should establish good two-way communication to ensure staff involvement, particularly during periods of organisational change.

A study done by the World Economic Forum, covering 25 firms with 2 million employees in 125 countries around the world, also shows that firms that champion workplace wellness are reaping significant benefits measured in terms of increased productivity, reduced cost of employee healthcare, and increased employee engagement that lead to reduced turnover. Suffice it to say, the corporate world needs to embrace better mental wellness solutions, before it’s too late. Thankfully, there are some useful solutions to be found. A leadership team that cares about mental wellness can positively impact everything from to employee culture to productivity. Work closely with the leadership team to keep them informed on the types of challenges employees may face, like anxiety, OCD, or depression. Share articles, invite experts to speak on the importance of mental health, and train managers to effectively support employees. If someone has a mental health problem that has a substantial and long-term adverse effect on their ability to perform normal day-to-day activities, they are considered disabled and will be protected from discrimination under the Equality Act 2010. Organisations can make sure their employee benefits package provides support for workplace wellbeing ideas today.

Positive Attitudes To Mental Health

Recently though, evidence suggests that mental health organisations are putting in concerted efforts to change this opinion. ACAS is a valuable HR source and the organisation teamed up with the NHS Mindful Employer Initiative to develop a training package and advisory booklet that promotes positive mental health at work. There are many effective actions that organizations can take to promote mental health in the workplace; such actions may also benefit productivity. All employees should be made aware of the organisation’s mental wellbeing policy and the facilities available. This will be part of a health at work policy, which will be included in the employee handbook and employee information or induction packs. A modern approach to employee mental health requires leaders to be able to identify warning signs — and to know how to address them before they escalate. Metrics such as sleep deprivation and increased use of alcohol or other substances have triggered “silent disengagement,” which leads to burnout and declining mental health. Employers have a compelling interest for promoting positive mental health in the workplace, because adults spend most of their waking hours at work. For employers not investing in wellbeing initiatives, Wellbeing for HR can be a difficult notion to comprehend.

How an individual copes with pressure is determined by a variety of factors, including support systems at home and work, and their own personality and coping mechanisms. What may be too much pressure for one person at one particular time may not be too much for the same person at a different time or for a different person at any time. Public awareness of the importance of good workplace mental health and wellbeing is growing, as is the moral, societal and business case for improving it. Yet, despite this, many employers experience numerous challenges in improving their performance in supporting employee mental health and wellbeing. Managers should explore with any employee reporting a mental health issue how to address any difficulties which are work-related, which might in turn help them to cope with any problems in other areas of their lives. Managers should encourage employees to see their GP as a first step and ensure they are aware of any support available either from their employer, for example talking to mental health first aiders within the organisation or using a confidential employee assistance helpline. What are your thoughts on your job? You are not bound to suffering if you are worried and dissatisfied but feel trapped with no choices. Whether your job is moderately stressful or plagued with friction and challenges, there are techniques to boost your psychological well-being at work. Creating a positive work environment that all employees enjoy can help reduce work-related stress and promotes a mentally healthy workforce. Communication that emphasizes that leadership cares about concepts such as managing employees with mental health issues should be welcomed in the working environment.

Psychological Demands

You must not be subject to unacceptable behaviours, for example bullying. Where behaviour is unacceptable, the organization should have agreed policies and procedures to prevent or resolve the behaviour, and enable and encourage you to report it and managers to deal with it. None of us are superhuman. We all sometimes get tired or overwhelmed by how we feel or when things don’t go to plan. Understanding some of the signs of poor mental health doesn’t mean you should make assumptions about what mental health problems your employees may have. Instead, use them as a way of noticing when you should check in and start a conversation about how your employee is coping right now. Work is better for the individual – work in good conditions is good for mental health and well-being and aids recovery from mental ill health. While nothing can replace trained mental health support providers, when employees and managers have a better understanding of the issues, they can provide meaningful support. Training HR practitioners and employees about ways to deal with their own and others’ mental health is a good starting point. Subjects such as employers duty of care mental health can be tackled by getting the appropriate support in place.

If we’re to do the best possible job of looking after our teams, we need to look after ourselves first. If helping others constantly comes at the expense of your own mental and physical wellbeing, you may eventually become exhausted, frustrated and burned out. It’s normal to feel a little pressure at work. A certain amount is healthy and helps us to be more productive. But when the pressure becomes too much, you may begin to feel overwhelmed and stressed. This is when it becomes a problem. The awareness of mental health and wellbeing issues in societies is increasing. The Organisation for Economic Co-operation and Development (OECD)’s report shows the whole of Europe is struggling with the burden of mental ill health, which affects an estimated 84 million people – one in six. The cost to the UK economy is in line with the average for Europe at 4 per cent of GDP (approximately costing £94 billion per year). An engaged employee wakes up in the morning thinking about the work they are going to do that day — and that work is interesting and challenging to them. They know they have the skills and talents to be successful. They enjoy the work as much — or more — than the paycheck. And they know that when they accomplish something, the people around them are going to notice and appreciate it. Ultimately, regardless of the stresses or demands on any given day or week, they enjoy doing what they do best to make a difference in the world. Reporting mental health issues in the UK workplace is much lower than for other ill health conditions due to reasons of stigma and a lack of knowledge and training on how to support friends and colleagues in the workplace Similarly to any change that happens within organizations, discussions around workplace wellbeing support need planning and implementing properly.

Strengths And Limitations

Many employees are members of trade unions or professional bodies. Trade Unions have a significant interest in supporting the mental health of their employees, and many Trade Unions are developing their offer on mental health. Employees with high levels of experience activators like mindfulness, openness and gratitude are more productive and engaged at work and have lower amounts of stress. That is to say that lower rates of burnout and turnover. There is an opportunity to achieve mutual understanding that crosses the generational divide, if we create moments to have those discussions with a mindset that’s open to learning. Find extra intel regarding Employer’s Mental Health Initiatives on this World Health Organisation web page.

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5 Arguments Why You Shouldn’t Forget Mental Health At Work

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