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Knowing the distinction between Workplace Mental Health Programs can assist consumers make the correct selection when it comes to the crunch.

Employers can buy in products and services to support the mental health of their employees, whether they are in work or off sick. Products include Employee Assistance Programmes and Occupational Health provision. These products and services can be effective if properly utilised, but many employees have told us that they are unclear about what is on offer for mental health from such providers. While mental ill health is a sensitive and personal issue – like any health problem – most people prefer honest and open enquiries over reluctance to address the issue. Shying away from the subject can perpetuate fear of stigma and increase feelings of anxiety. Sharing your feelings may encourage colleagues to do the same. It is important to make the time to listen to others, to be supportive and respectful. Practise your skills of talking and listening – both as a way of connecting to others and as a way of sharing feelings or worries. Developing friendships with people you work with can help buffer you from job burnout. When you take a break, for example, instead of directing your attention to your smartphone, try engaging your colleagues. Or schedule social events together after work. Steps organisations can take to create a healthy workplace include awareness of the workplace environment and how it can be adapted to promote better mental health for different employees. Research is providing objective evidence of the link between employee wellness and engagement. All of which is good news for your people and good news for you.

.Workplace Mental Health Programs.

Encourage your staff to single-task instead of multitasking. Research shows that when people are constantly picking up their phone, checking their emails and jumping from task to task they become less productive. Employers should adopt the principles of the HSE Stress Management Standards for employees or groups of employees that it is felt may be affected by stress. 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. Many organizations and jobs today are highly matrixed, requiring collaboration across several teams to get work done. This fast and creative work involves troubleshooting, problem-solving and thinking about how everything works together. Social time builds a foundation of trust that your organization needs for agility. Thinking about concepts such as workplace wellbeing ideas is really helpful in a workplace environment.
 

Evidence-based Mental Health Promotion

People who are experiencing long-term difficulties with their mental health are considered to be disabled under the Equality Act 2010 and can ask their employer to make changes to help them do their job as well as someone without a disability. The adjustments have to be ‘reasonable’. What’s reasonable depends on the situation – like the size of the organisation you work for. Most people will go through times when they feel low, stressed or frightened and for most people, those feelings will pass. However, on some occasions they can develop into a more serious problem and it can happen to any one of us. Mental ill health can affect all aspects of the workplace. If members of staff are suffering, the knock-on effect is that employers are losing valuable working days from even more valuable employees. As it stands, mental illness represents up to 23% of the total burden of ill health in the UK, making it the largest single cause of illness. A Mental Health and Work document commissioned by the cross-government Health Work and Wellbeing Programme reviews health-related factors that influence working life in Great Britain. Some people are prepared to openly acknowledge their experience of mental ill health, whereas others fear that doing so might jeopardise their current job, or future job prospects, and therefore don't declare it. Under the terms of the Equality Act 2010, they are under no obligation to tell an employer about a mental health condition, whether or not it is classed as a 'disability'. Prior to implementing new mental health supports, a needs assessment should be conducted to understand employees’ needs and support gaps. Employers should also develop their mental health strategy or new supports in consultation with employees – to ensure they are relevant and accessible. Where possible, businesses should offer a variety of supports so employees can choose which option(s) works best for them and their families. For employers not investing in wellbeing initiatives, employers duty of care mental health can be a difficult notion to comprehend.

Before you label your colleague with a mental illness because of how they may be acting, bear in mind that they could just be going through a rough time. The employer must be convinced to carry out a stress risk assessment, on the basis that stress can lead to mental health problems. The arguments for employers having decent policies on stress and mental health are not only moral but include a strong business case. Long term sickness absence or resulting unemployment on the other hand, can have a negative impact on health and wellbeing. Good work is an effective means to improve the wellbeing of workers, their families and communities. The aim of Mental Health First Aid is to enhance understanding of mental health problems and how it can impact on individuals and society; to develop skills, motivation, knowledge and confidence in offering help to those with symptoms of mental illness; to guide you towards appropriate professional help By shifting the perception of mental health at work, and by making tackling it a clear business imperative, we can support the well-being of our employees and create a healthy culture where every person feels seen, safe and supported. Discussing ideas such as workplace wellbeing support is good for the staff and the organisation as a whole.
 

Broader Indicators

Positively managing mental health underpins good employee engagement and benefits everyone – employees, employers and the bottom line. Mental health disorders are very common and rising. This causes human suffering and depletes the economic vitality of communities and nations. It is important to understand your employees and how they can benefit from a better approach to mental health, along with the pressure points you and your employees currently face. It is also worth seeing how much benefit your business could receive from investing in mental health, to help assess the scale of the programme you want to create and help you to prioritise your options. Staff will only be reluctant to report symptoms if they feel this will incur a negative response. There must be open communication in your organization. The employee has to be in a position to trust their employer will stand by them. Not only will this be an essential part of the recovery process, it will send out positive signals about the company values. Everyone has been stressed by work or life at some point. Even if you as an employer have not struggled with mental illness, or you’re not yet ready to share with coworkers, find someone in leadership who would be willing to open the dialogue. Employees will follow the lead, but someone needs to take the first step. Subjects such as how to manage an employee with anxiety can be tackled by getting the appropriate support in place.

Employers of all sizes and sectors should promote and improve the mental wellbeing of their employees. Improved employee mental wellbeing may help to reduce sickness absence and staff turnover and increase performance and productivity. Work plays a strong role in our mental health and wellbeing. There is a Maori proverb that 'work brings health' and the Royal College of Psychiatrists claims that work is central to many people's happiness. Supportive leadership and sound people management can reduce frequency and costs of workers’ compensation premium rates. This impact extends beyond psychological injury claims. National research indicates that workplace psychosocial factors can contribute up to 59% of the risk for the onset of musculoskeletal injuries in the workplace. Workshops that tackle stress, work-life balance and mindfulness are really popular for staff. From academic study to learning the benefits of laughing, breathing and dealing with anger to arts and crafts, workshops are a great way to build confidence at work. Sometimes issues or concerns at work or at home can affect employees and lead to absence or presenteeism, but sympathetic, impartial support and advice may be all that’s needed. An opinion on managing employees with mental health issues is undoubtebly to be had in every workplace in the country.
 

Promoting Positive Working Relationships

Being mentally well means that your mind is in order and functioning in your best interest. You are able to think, feel and act in ways that create a positive impact on your physical and social well-being. Organisations should create an awareness and understanding of mental wellbeing and reduce the potential for discrimination and stigma related to mental health problems. Several established and respected organisations concerned with mental health provide tools which allow companies to measure mental health in the workplace. Using these tools helps a company to create the most appropriate programme. Unearth additional particulars appertaining to Workplace Mental Health Programs in this Health and Safety Executive article.

 

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