• World health organisation

    We should be certain to chew over the concepts surrounding Workplace Mental Health Interventions when studying this particular matter.

    60% of employees in the private sector work for small and medium sized employers (organisations employing less than 250 employees) and SMEs account for 99% of UK businesses. However, lack of time and resources mean they are not all able to offer as much support for employees and tend to be very reactive. Being under pressure is a normal part of life. It can help someone take action, feel more energised and get results. But if they often become overwhelmed by stress, these feelings could start to be a problem. People can respond to emotional stress as if it were a physical threat; muscles will tense, heartbeat and breathing will quicken as the body goes into ‘fight or flight’ mode, and various hormones, including adrenaline, are triggered. Don't underestimate the value of an impromptu check-in. For team members who you suspect may struggle, or who have diagnosed conditions, agree to commit to a clear risk assessment system. This helps quickly identify your feelings and potential stressors as well as healthy behaviours you can adopt when the going gets especially tough. Whilst a little stress can be a good thing, too much has a damaging effect on people’s ability to perform at their best. If employees are stressed, they’re not likely to be that engaged in their work. Likewise, engaged individuals are less likely to experience work-related stress. From job interviews to performance reviews, it often feels like employees are expected to be “perfect” at work. The workplace has traditionally been an environment where flaws are masked and images of professionalism abound. While burning the midnight oil seems noble and can net short-term results, it often leads to burnout. Challenge your people to regularly rest, recharge and connect with loved ones to help them stay mentally engaged.

    Workplace Mental Health Interventions

    The twin goals of increasing employee engagement and creating a mentally healthy workplace are interdependent. Anything that’s human is mentionable, and anything that is mentionable can be more manageable. When we can talk about our feelings, they become less overwhelming, less upsetting, and less scary. Your employer needs to ensure that, as far as possible, the requirements that it places upon you are clear and compatible and that you have the information you need to understand your role and responsibilities. Businesses looking to better support their staff must embrace a more nuanced approach to mental health that covers all challenges. The types of support offered should be numerous, ranging from therapy and counselling, through to other services such as psychology, life coaching, careers guidance and meditation. Don't forget to send out proper internal communications around employers duty of care mental health in your organisation.

    Build A Culture Of Connection Through Check-ins

    It’s important to take action on mental health now. The World Health Organisation predicts that depression will be the world’s most common illness by 2030 and suggests the global burden of the condition will be greater than for illnesses such as diabetes, heart disease and cancer. Employees with mental health conditions can be performance managed. However, in some cases it may be vital to incorporate clinical and psychosocial information when doing so. This information about the employee’s condition, and its impact on their functioning, will guide the parameters of performance management. We need to de-medicalize discussion around mental health because the most important factors are the preventative role of line managers and good people management. We now know that many long-term conditions are associated with comorbid mental health problems and challenge personal resilience so it makes sense to address mental health proactively as a potential factor in all long term sickness absence. Mental ill health is estimated to cost UK businesses £35 billion annually and is the leading cause of sickness absence in the UK, with 127 million hours of work lost in 2015 due to mental health-related absence – the equivalent of around 75,000 individuals losing the entire working year. Similarly to any change that happens within organizations, discussions around workplace wellbeing support need planning and implementing properly.

    Research shows that nearly 86 percent of employees treated for depression report improved work performance. And in some studies, treatment of depression has been shown to reduce absenteeism and presenteeism by 40 to 60 percent. Some questions that employers can ask about their mental health approach include: Does your organisation offer formal wellbeing support? Does your organisation provide stress management training to line managers? Does your organisation provide stress coaching to individuals? Many people are reluctant to speak up about their mental health because it could harm their promotion and career opportunities. Mental illnesses can cause disability and unemployment rates to rise, resulting in employees who are hired and trained but no longer be able to do their jobs. Additional time and money need to be put into finding, onboarding, and training a new employee. It’s important to understand how mental wellness in the workplace affects employees — and how companies can take care of their people. Discussing ideas such as managing employees with mental health issues is good for the staff and the organisation as a whole.

    Investment In Mental Health

    Frameworks such as Health and Safety Executive management standards for work-related stress can promote and protect employee mental wellbeing in an organisation. External triggers may have an effect on an employee’s mental health and well-being, such as experiencing discrimination and/or stigma, social disadvantage, poverty or debt. We all have mental health and we all have a responsibility to look out for ourselves and each other. Every employer depends on having healthy and productive employees – valued and supported staff are far more likely to deliver the best outcomes for your business. If you want to attract and retain committed employees, prioritising the mental health of your staff needs to be core business in your organisation. Mental health is an integral part of how we feel about our jobs, how well we perform and how well we interact with colleagues, customers and clients. With one in 6.8 people experiencing mental health problems in the workplace1, mental health is an essential business concern. There is a strong relationship between levels of staff wellbeing and motivation and performance. An opinion on Wellbeing for HR is undoubtebly to be had in every workplace in the country.

    The practical implications for employers is that they can consider advocating for increased federal funding for workplace health research and may even fund their own well-designed studies in partnership with academic institutions. We know that poor mental health has a huge impact on an individual’s life and those around them. Impacts can range from lack of sleep or panic attacks; difficulty in concentrating; and low confidence. This can lead to a downwards spiral, as an individual may withdraw from social situations and lose their support networks and structures at a time when they need them most. Voluntary health assessments can help employers better understand the mental health needs of their workforce by detecting symptoms of mental health disorders, such as depression and anxiety, and by measuring individual risk and assessing factors like stress. Too many people experience discrimination on the grounds of mental health in the workplace, and employers often go unpunished for not taking appropriate action. Government should look to set clearer expectations of employers, who do not feel clear on their minimum legal and regulatory responsibilities when it comes to mental health, nor confident in fulfilling these responsibilities. While it is possible to lead and manage a workforce that is not experiencing optimum mental health in the short-term, it is ineffective, expensive, and unsustainable in the long-term. Even though it may not be easy to become an employee-centric company addressing workplace wellbeing ideas it is of utmost importance in this day and age.

    Promoting Positive Working Relationships

    The average person spends 90,000 hours of their life working. Poor employee mental health can be due to factors internal or external to the workplace and, without effective management, can seriously impact employees’ productivity, career prospects and wider health. The things that create a strong company culture - which can be so valuable to both employees and the organisation overall - also bring a higher risk of that culture turning sour. By tackling the issue of mental health in the workplace from the starting point of promoting wellbeing you may find that in itself begins to address some of the stigma and stereotypes associated with mental ill health, and achieve early buy-in from staff. If employees are more aware of what 'wellbeing' is, what the benefits are, and how they can achieve it, they will be better equipped to look after themselves and be more sensitive to the needs of others. Find supplementary facts regarding Workplace Mental Health Interventions at this World Health Organisation article.

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    Samedi 2 Juillet à 09:08
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