TAKE A WHOLE SYSTEMS APPROACH TO HEALTH AND WELLBEING
Mental Health at Work
EVERYDAY INCLUSION AND WELLBEING
With a new international psychological health and safety standard in development for launch next Spring, employers need to foster an inclusive culture by adopting a tailored employee-led approach that considers mental health and wellbeing through intersectional lenses, enabling people to bring their whole self to work. Psychologically safe workplaces provide a culture where teams are safe for interpersonal risk-taking and team members feel accepted and respected. It is also the most studied enabling condition in group dynamics and team learning research.
Cultivating inclusive cultures and working environments is crucial to supporting the mental health of employees. COVID-19 has acted as a powerful catalyst to elevate mental health on a par with physical health.
However, Business in the Community’s Mental Health at Work 2020 research produced in partnership with Bupa has highlighted that 41% of employees have experienced poor mental health related to work in the past year. Physical health and safety compliance at work is well recognised in a way that psychological safety is not. Employees don’t expect to be physically injured at work and it is unacceptable that they are being psychologically harmed. Psychological health and safety risks in the workplace need to be considered equally in conjunction with physical health and safety as a basis for inclusion and to enable employees to thrive.
Find our how BITC can support you to take action.
Business in the Community defines “wellbeing” as the mutually supportive relationship between an individual’s mental, physical, social and financial health and their personal wellbeing.
Taking a whole organisation approach to embedding wellbeing into an organisational culture is key to achieving maximum impact. Wellbeing should be positioned as a strategic boardroom issue supporting thriving people, thriving business and thriving communities.
- One-quarter of employees has considered resigning due to stress and a further one in ten has done so.1
- More than a third (34 per cent) of line managers still feel un-empowered in their roles and would welcome any move to increase their independent authority.2
- Four in five employees have reported that an inclusive leader had improved their performance and productivity.3
- According to CIPD’s Employee Outlook survey, being under too much pressure at least once a month makes individuals feel depressed or anxious, and most say it reduces performance.
- Presenteeism from mental ill-health alone costs the UK economy £15.1bn a year, almost twice the business cost as actual absence from work.4