Supporting mental health and wellbeing is arguably one of the most challenging issues faced by HR and business leaders, and one of the hardest things to get right. We’re undoubtedly seeing a shift in attitudes, driven in part by the spotlight the Covid-19 pandemic has shone on wellbeing and, as we discussed in last month’s feature on right to disconnect, a growing importance being placed on work-life balance. Research from Bupa Global, for example, found nearly two-thirds (63%) of business leaders reported that the pandemic had made them feel differently about mental health (bupa-executive-wellbeing-index-family-mental-health.pdf).

Wellbeing is becoming an increasingly significant factor in career decisions. Not only does it influence whether someone might join or stay with an organisation, it can also affect their ability to perform their job. Performance issues coupled with the high costs of lost working days, creates a huge incentive for employers to make sure they are recognising wellbeing risks and giving their people the support they need at work.

In this feature, we will look at some of the trends we are seeing emerging in this area and discuss some of the things businesses can do to be proactive and work towards getting it right.

What’s the risk?

As an employer you have a legal obligation under health and safety legislation to provide your employees with a safe place of work, safe equipment and a safe system of working – and this obligation extends to their mental health as well as physical safety.

If an employee isn’t supported and/or experiences high levels of stress and anxiety it will not only likely impact on productivity, but they could end up signed off work by their GP. Aside from the obvious day-to-day disruption to your operations and the absence management required, this can also put other colleagues under pressure leading to dips in staff morale. If the stress or anxiety is work related it can also bring legal risks.

A person who is suffering from work-related stress or mental ill health may be "disabled" for the purposes of the Disability Discrimination Act 1995 (DDA). An employer needs to bear in mind the consequences of an employee being protected by the DDA. By taking steps to manage stress and mental wellbeing at work, an employer may be able to avoid an employee developing a mental impairment or, where an employee has or develops an impairment, the employer can ensure it meets its obligations (for example, by making reasonable adjustments).

What can employers do?

Confidential staff surveys can provide great insight into how your employees are feeling about any work practices, workload, mental health and wellbeing and provide a basis for building or improving any existing initiatives and policies. Some research has shown that there can be a disconnect between HR perception and employee opinion so it is important any policy or new practice is based on the reality within your organisation.

Many employers are now putting mental health policiesin place. These typically seek to recognise mental health issues, support mental health and promote wellbeing services or benefits offered to employees.

Recognising mental health includes acknowledging that the workplace can be busy and challenging, and therefore stressful, but also placing importance on recognising the signs of stress. The sooner an issue potentially impacting wellbeing is identified the less likely it is to escalate and lead to absence, or someone ultimately leaving your organisation.

Support could include training employees and line managers around wellbeing and understanding the signs of stress. Depending on the size and nature of your organisation it could include having trained mental health first aiders or mental health champions.

You may also decide to offer mental health and wellbeing initiatives to your employees such as online mindfulness classes or exercise classes. Some employers will also offer health and well-being benefits to employees such as private medical insurance, regular health and lifestyle screening, discounted gym memberships, access to counselling services, or a GP advice line etc.

Any policy should also address how your organisation will support those who are suffering mental ill health, including those who are signed off on sickness absence. This could include details around referrals to Occupational Health, specialist mental health services and how careful return to work planning, including phased returns or reduced working hours, for example, will be implemented.

A policy alone, or offering wellbeing initiatives, isn’t going to address stress at work. As workload and working hours are highly likely to be contributing factors for stress, ensuring appropriate line management support to monitor and take action when needed is key. Patterns of long working hours or working late should prompt a check-in, and regular line management catch-ups should include some discussion of how an employee is coping with workload and hours.

If your organisation is embracing flexible or hybrid working, creative solutions will likely be needed to ensure that employees feel included and supported whether they are physically in the office or remote working. As many employers begin to explore the new world of hybrid working, they are beginning to think of ways to ensure the workforce can be fully inclusive regardless of where employees are based for part of their working week.

As with most issues we discuss there will be an interplay with your other organisational policies. Effectively tackling bullying and harassment by publicising your dignity at work policies, for example, can potentially also have a wellbeing benefit and reduce workplace stress. Promoting your policies and increasing understanding through training and engaging the policy to address complaints when they arise will also help manage situations that could lead to increased stress.

Handling issues sensitively

While open and transparent conversations about stress, mental health and wellbeing can help break down barriers and create a more inclusive workplace, individual issues still need to handled sensitively. Confidentiality of individual circumstances is important so your policies and procedures should address this, including the circumstances when information may be shared – for example, some information may be shared with a relevant line manager for awareness and to ensure day-to-day support is given. There may also be circumstances where information is shared if there is concern for an employee’s safety.

Line managers will likely need training to handle wellbeing and mental health challenges in the workplace sensitively. Giving them a framework to handle check-ins may also be beneficial and may help employees share their experiences. The Labour Relations Agency, for example, provides a template Wellness Action Plan for an employee to complete and discuss with their line manager. To help the employee get the support they need during periods of mental ill health it covers what an employee may need to stay well, day-to-day impact, early warning signs and what they may find helpful when unwell, absent from work or returning to work.

Reporting

The National Disability Strategy published earlier this year outlined that the government will consult on workforce reporting for disability and, alongside this, continue to raise awareness of the existing voluntary reporting framework. In 2018 the UK Government published a framework for voluntary employer reporting on disability, mental health and wellbeing. Although aimed at large employers with over 250 employees it can also be used by smaller organisations who want to provide more transparency. While not prescriptive, for mental health and wellbeing the framework suggests employers report in two parts – firstly, explaining the activities in their organisation in relation to supporting health and wellbeing, and secondly, reporting the output of staff surveys that provide measures of employee wellbeing (and provides some model questions).

When considering voluntary reporting, it is worth nothing that Northern Ireland’s gender pay gap reporting legislation provides for reporting on the disability pay gap. Section 19 of the Employment Act (Northern Ireland) 2016 includes employers showing a breakdown by sex, ethnicity, and disability. Whilst we still await the enabling regulations, employers should be taking proactive steps to consider how they will gather and collate this data when the regulations come into force. Capturing data on disability will be complex, and undoubtedly, it will present challenges for employers when it comes to capturing mental health conditions considered a disability. The promotion of open and transparent discussions with regard to mental health issues in the workplace could therefore also provide an additional benefit in terms of capturing data that will be required of employers who are required to report on their disability pay gap.

Long-term benefits

While the return may vary between initiatives, research from Deloitte makes a positive case for investment in mental health by employers, with an average return of £5 for every £1 spent (Mental health and employers: Refreshing the case for investment | Deloitte UK).

Organisations that effectively manage mental health and wellbeing issues will benefit in the longer term with likely reduced levels of sickness absence, lower staff turnover and a higher performing workforce.

As well as retaining existing employees, businesses may be in a better position to attract the best talent and generate positive PR for their business by developing a reputation as a wellbeing focused employer.