Fostering a Culture of Care: Mental Health Inclusivity in the Workplace

Large numbers of people who lived through the COVID pandemic will have experienced mental health challenges, whether from the effects of burnout as front-line responders, or from feelings of isolation and depression and fear about the future. But it’s easy to forget that for some, mental well-being concerns are not in the past, but an ongoing problem that can make daily life difficult. Encountering mental health stigma in the workplace can significantly increase their burden.

What is mental health stigma and how does it manifest in the workplace?

Mental health stigma in the workplace can materialise as negative stereotyping, prejudiced attitudes and discrimination towards individuals who have – or are perceived to have – mental health disorders, or who seek support for their mental wellbeing. The consequences can be a reluctance to seek help, lower morale, decreased productivity, increased absenteeism, and an unsupportive work environment for those dealing with mental health issues.

The impact of mental health stigma in the workplace

Mental health conditions are often misunderstood by the general cohort of employees, which can lead to stereotyping of people living with mental health conditions. They can be regarded as inherently dangerous, or weak and unreliable, or permanently disabled, rather than as individuals dealing with adverse biological or environmental factors which can be remedied with the appropriate support and treatment. This can lead to isolation and exclusion, which could make already existing problems worse for the victims of conditions such as anxiety or depression.

A further possible result is the restriction of opportunities and resources for people struggling with their mental well-being. Traditional workplace requirements and cultural norms can create a kind of structural stigma, making it difficult for sufferers to seek support when, for example, all workers are expected to meet certain health standards. Treatment of physical and mental ill-health can be unequal, with the former attracting sympathy and support, and the latter being viewed with ignorance and suspicion. This can have a huge negative impact on an organisation’s success.

How understanding and supporting employees’ mental health adds to organisational success

Awareness and promotion of employees’ well-being, including mental health, is not just an ethical imperative but also a strategic one for organisations aiming for achievement and progress. These are some likely results of a supportive and stigma-free mental health policy.

• Increased productivity. Employees with good mental health are better able to concentrate, think clearly, make decisions, and solve problems.
• Reduced costs. Absenteeism, presenteeism and disability claims are all likely to be lower. Beyond Blue refers to an Australian Productivity Commission finding that poor mental health at work costs the Australian economy between $12.2 and $22.5 billion each year.
• Enhanced creativity and innovation. A positive mental outlook nurtures creativity. By ensuring employees’ well-being, organisations foster environments where innovative solutions and ideas can flourish.
• Stronger work culture and morale. Employees who feel supported and understood are more likely to be enthusiastic, committed, and aligned with organisational goals.
• Improved talent attraction and retention. Today’s job applicants are looking for a supportive work environment, and are likely to research your company’s reputation on wellbeing before applying for a role. Once they’re hired, employees in nurturing and inclusive environments are more likely to stay longer, reducing turnover costs.

How to recognise the signs of mental health stigma in the workplace

An important part of your mental well-being policy should be to involve leaders in watching out for the following signs of possible mental health stigma, so that early intervention can be staged before more serious challenges arise.

• Change in work patterns, including regular lateness or absenteeism and sudden drops or fluctuations in workflow.
• Decreased productivity, such as a significant drop in the quality or quantity of work output.
• Changes in interpersonal relationships, avoiding team activities, changed communication patterns.
• Workplace conflict, in the form of increased disagreements, misunderstandings and tension.
• Disengagement, where former enthusiasm for tasks and team goals is lacking.
• Burnout,  possibly manifesting as chronic fatigue, increased cynicism, self-doubt, more frequent physical illness, longer breaks and more extended leave requests.

Strategies for fostering a supportive work culture to promote mental wellbeing

The ideal way to take care of employees’ mental well-being, and at the same time eliminate any associated stigma, is to create a work environment where employees feel it’s safe to discuss their mental health. Consider introducing the following initiatives, and preferably ensure their success by demonstrating buy-in from the highest level of leadership.

• Promote open dialogue about mental health. Encourage conversations that reduce fear, judgment and misinformation. Leaders may be able to share their own experiences of times when they felt vulnerable.
• Provide education and awareness training for both managers and employees. Conduct regular mental well-being workshops on how to recognise and respond to mental health challenges.
• Implement flexible work arrangements. Adopt policies that accommodate employees’ mental well-being needs.
• Establish Employee Assistance Programs (EAPs). EAPs provide confidential counselling in times of need. Also share a list of external mental health resources.
• Organise wellness initiatives. Stress management workshops, group meditation sessions and subscriptions to mindfulness apps can all help.

Companies who lead the way in fostering a work culture of mental well-being

Many successful organisations have integrated mental health assistance into a supportive environment that almost certainly benefits not only employees but also the company they work for.

• Google prioritises supporting its employees’ physical, financial and emotional wellbeing, including mental health assistance programs, access to mental wellbeing apps, and workplace adjustments to cover mental health concerns.
• Johnson & Johnson’s EAP has a Stress Management/Resilience program which includes mental health screening tools for depression, anxiety, alcohol problems, PTSD and eating disorders.
• Adecco’s Win4Youth Program is available to all employees, clients and associates of The Adecco Group (TAG) worldwide. It’s an annual challenge that unites thousands of people to get involved in sport while at the same time supporting charities. The Win4Youth app connects to Garmin and Strava and allows users to measure their physical activities to promote well-being.

Improving workplace mental health is a two-way street

It would be easy to assume that the benefits of fostering better mental health for employees, and eradicating any stigma, flow in only one direction – towards the employees – while for the employer it’s merely an additional expense. But a report from the Australian branch of global think tank CEDA emphasises the economic costs of poor mental health (lower productivity, absenteeism, compensation claims) and the sound business sense of investing in a work culture of mental well-being support – a proven return on investment of between $1.30 and $4.00 for each dollar spent.

Your local Adecco team has lots of ideas about how to help your employees and reap the benefits. Contacts us today to schedule a chat.