As the debate continues over whether mental health should fall under EHS professionals’ responsibility, we look at both sides of the argument and find out the best ways to promote good mental health in the workplace.
On 6th June 2018, Safety+Health Magazine launched apoll titled Should Mental Health in the Workplace be Part of the Safety Pro’s Responsibility? Six months and 248 comments later, the results are nearly even: 52% respondents voted yes and 48% voted no. The poll is still open, but it’s far from a decisive result.
Should the EHS professional be responsible for worker mental health?
The question that’s divided the EHS community. In the poll’s comment section, there are a myriad of opinions.
One commenter wrote: “No the safety professional should not be responsible for the workers [sic] mental health issue. They can direct them to an [sic] HR representative if a concern arises. We are not babysitters.”
One commenter wrote: “No the safety professional should not be responsible for the workers [sic] mental health issue. They can direct them to an [sic] HR representative if a concern arises. We are not babysitters.”
And another wrote: “As safety professionals. It is our duty to maintain a health relationship with all of our employees … If we as safety professionals are ignoring a person’s mental health, we might as well ignore all hazardous conditions that aren’t tangible.”
Screenshots of comments on the Safety+Health Magazine
At the moment, mental health and physical health are treated unequally under Health and Safety Regulations 1981, with a greater focus on the latter. However, despite mental unwellness being an “invisible” illness, its brunt can be felt in working environments.
How poor mental health can impact the workplace
It’s arguable that poor workplace mental health can cause safety risks. According to the World Health Organization, mental health problems can increase error rates and accidents, and result in substandard decision-making.
How poor mental health can impact the workplace
It’s arguable that poor workplace mental health can cause safety risks. According to the World Health Organization, mental health problems can increase error rates and accidents, and result in substandard decision-making.
It can mean reduced productivity and working days lost. In the UK alone, 12.5 million working days were lost due to work-related stress, depression or anxiety in 2016/2017. Mental health problems can also present itself as physical conditions, including heart disease, ulcers and skin rashes – which may result in further days off.
And finally, poor mental health can result in bad working relationships and an increase in disciplinary problems.
And finally, poor mental health can result in bad working relationships and an increase in disciplinary problems.
But what is the economic impact? For UK employers, it costs £35 billion a year – that’s £1,300 for every employee. The largest portion of this cost is the reduced productivity of staff continuing to work with their mental illness, and the second largest is job turnover. 300,000 people with long-term mental health problems leave the workforce each year.
What causes poor workplace mental health?
One in four people will experience mental disorders at some point in their lives. At any time, 450 million people worldwide are suffering suffer from a mental illness – making it one of the main causes of disability and ill-health around the globe.
Anxiety and depression are the most common; and while stress is not a psychiatric diagnosis, but it is closely linked to mental illnesses. Mental health problems can cause stress, and stress can cause mental health problems or make diagnosed mental illnesses worse.
Workplaces can be a breeding ground for stress – up to a staggering 80% of American workers suffer from substantial work-related stress.
The following workplace factors can cause stress:
⦁ Long hours,
⦁ Overload of work,
⦁ Complex tasks,
⦁ Lack of variety,
⦁ Poor workplace ergonomics,
⦁ Unfavorable working relations and organizational culture.
⦁ Long hours,
⦁ Overload of work,
⦁ Complex tasks,
⦁ Lack of variety,
⦁ Poor workplace ergonomics,
⦁ Unfavorable working relations and organizational culture.
In response to these undesirable work factors, the individual worker may experience the following:
⦁ Feeling unable to enjoy yourself/depressed
⦁ Having a sense of dread
⦁ Feeling neglected or lonely
⦁ Finding it hard to concentrate
⦁ Eating too much or too little
⦁ Smoking or drinking alcohol more than usual
⦁ Experiencing sleep problems
⦁ Experiencing headaches
⦁ Experiencing chest pains
⦁ Having panic attacks
⦁ Feeling irritable or aggressive
⦁ Having a sense of dread
⦁ Feeling neglected or lonely
⦁ Finding it hard to concentrate
⦁ Eating too much or too little
⦁ Smoking or drinking alcohol more than usual
⦁ Experiencing sleep problems
⦁ Experiencing headaches
⦁ Experiencing chest pains
⦁ Having panic attacks
⦁ Feeling irritable or aggressive
© Mind. This information is published in full at mind.org.uk.
Contrary to mental illnesses, employers are legally required to protect staff from workplace stress. HSE have a risk assessment document for employers to carry out and act upon if required.
How the EHS professional can promote workplace mental health
While mental health may still be in the pipeline for inclusion in health and safety regulations, there are still actions you can take.
While mental health may still be in the pipeline for inclusion in health and safety regulations, there are still actions you can take.
HSE recently launched their updated mental health first aid guidance – mere days after business leaders submitted an open letter to the Prime Minister calling for legislation in protecting workplace mental health.
It is recommended to follow the HSE Management Standards approach in reducing workplace stress. Identifying stressors, then minimising or eradicating them will result in happier and healthier employees.
The Standards approach involves looking at six key areas of work design: demands, control, support, relationships, role and change. Poor management of these areas has been proven to result in poor health; lower productivity; and an increase in accidents and sick days.
Thriving at Work: The Stevenson/Farmer Review of Mental Health and Employers, designed six ‘mental health core standards’ to be used by all employers, regardless of company size and industry.
They advise to: develop a mental health at work plan; raise employees’ awareness of mental illness; have support available; provide good working conditions and people management; and monitor mental wellbeing amongst staff.
They advise to: develop a mental health at work plan; raise employees’ awareness of mental illness; have support available; provide good working conditions and people management; and monitor mental wellbeing amongst staff.
Mental health charity Mind have also published their own Wellness Action Plan for Line Managers, which you can access here.
One Barbour webinar invited professionals to discuss their workplace mental health initiatives. Each company cited the importance of developing a thorough mental health plan, then sticking to it. Employers must show commitment to get employees on board.
In conclusion
Whether or not you believe employees’ mental health should fall under the employer or EHS professionals’ responsibilities, there’s stacking evidence as to how workplace mental health and stress can carry an impact, not least as a safety risk.
As we are moving towards a greater awareness of workplace mental health, tools are out there to act proactivity. It is much easier for an employee to stay in work if the situation has not reached crisis point.
Mentally well employees mean a happy workforce with increased productivity levels and a reduced safety risk, plus a healthy economic impact. It’s time to act now and strive towards good workplace mental health.
About the author
Holly Callender is a Digital Marketing Executive at Pro-Sapien Software, an EHS Software solution on SharePoint & Office 365. Visit the website at www.pro-sapien.com.