The Mind Talk

Background image
Team members supporting each other in a meeting.

While employee mental health in the workplace was always an area of concern, the COVID-19 pandemic has undoubtedly increased the need for organizations to recognize and address these challenges. With mental health issues such as anxiety, depression, burnout, psychological strain and substance use on a rise among the working professionals, the cost of declining mental health among employees can be far greater for organizations than one can anticipate. These can be in the form of:

  • Increased absenteeism
  • Lack of productivity 
  • Reduced job satisfaction and performance
  • Aggression at work
  • Stagnation
  • High employee turnover
  • Loss of resources
  • Constant hiring of new employees
  • Avoidance of responsibility
  • Negative working environment 
  • Social loafing or the tendency of employees to put forth less effort when they are part of a group
  • Stigmatization 
  • Loss of innovation 
  • Poor team collaboration 
  • Escalating interpersonal conflicts with colleagues 
  • Lack of commitment 


Therefore, deciphering and
supporting employee mental health in the workplace is of substantial importance for the growth and success of any organisation. 

Signs of Struggle

There are 5 observable, behavioural signs that managers or supervisors can use to identify deteriorating mental health among employees. 

  1. Emotional distress such as crying, complaining.
  2. Withdrawal behaviors such as reduced social interactions with colleagues, lack of efforts on assigned tasks. 
  3. Attendance changes such as increased lateness or absenteeism. 
  4. Performance changes in terms of quality or quantity.
  5. Extreme behaviors such as reduced hygiene, substance use at work, talking about hurting oneself.


Superiors who are able to recognize these warning signs are in a better position to provide support to struggling or distressed employees. 

How to Support Employee Mental Health in the Workplace

Employees seek to work in environments that are enjoyable, meaningful and fulfilling for them. Therefore, as organizations, it is in our power to recognize work factors that promote mental health and create healthy working environments.

Psychologically Healthy Workplaces

Psychologically healthy workplaces are environments where stressors are reduced and resources that promote health and wellbeing are provided to employees. Such workplaces involve 5 key dimensions:

  1. Work-Life Balance: Providing flexibility and resources to employees so that they can manage life demands along with work demands. Example: Flexible working arrangements, mental health leaves, telecommuting, healthcare appointments, assistance with childcare or eldercare, etc. 
  2. Recognition: Recognizing employee achievements through rewards (monetary or non-monetary). Example: Performance-based bonuses, aware ceremonies, celebration of work-related milestones, verbal appreciation in front of colleagues, written acknowledgements, etc.
  3. Employee Involvement: Empowering employees to make decisions, be creative and granting autonomy. Example:self-managed teams/projects, anonymous feedback system, rotating meeting chairs, mock tasks for problem solving, etc. 
  4. Growth & Development: Having a skill or competencies development system for employees and applications to work. Example: Cross-training, mentorship, coaching, career advancement opportunities, professional development sessions, etc.
  5. Health & Safety: Promoting physical and psychological health among employees through prevention, assessment and treatment and encouraging healthy behaviours. Example: Healthy food options in the canteen, anti-bullying or anti-harassment cells, fitness or wellness courses, standing desks, walking meetings, smoke-free working space, etc. 


Mental Health Benefits

While organizations provide various physical health treatment benefits, mental health is seldom a part of this program. As a result, employees may prolong their suffering and refuse to seek help due to high out-of-pocket costs. Therefore, organizations should include therapy treatments and prescription medication costs in the health policies that they endow their employees with. reduction in cost-sharing, elimination of unreasonable service limits (such as number of sessions covered) and access to high quality mental health services should also be a part of these programs. This can help improve mental health of employees and also lead to positive organizational outcomes. 

Leadership Support

Training leaders to recognize and address work performance issues can help in developing channels of communication for employees to learn about mental health benefits, resources and importance of emotional well-being. As leaders play a direct role in creating and maintaining healthy working environments, organizational leaders can adopt the R.I.G.H.T Model of Leadership. According to this model, when leaders engage in recognition, involve employees in decision-making, support their growth and development, promote health and safety and foster an environment that encourages teamwork, employees have an enhanced sense of psychological well-being and safety. Additionally, leaders can model desired behaviours and provide support by addressing workplace stressors that an individual or team may be facing when employees are hesitant.Educating leaders to alter their management styles based on employee needs can promote a culture of wellness and greater psychological safety. 

Addressing employee mental health is integral to organizational success and sustainability. By creating psychologically healthy workplaces, offering accessible mental health benefits, and equipping leaders with supportive tools and awareness, organizations can foster a culture of well-being, resilience, and productivity. A proactive approach not only supports individual employees but also strengthens the organization as a whole.

Photo Credits:
First image: freepik
Second image: freepik

References

Biricik Gulseren, D., Thibault, T., Kelloway, E. K., Mullen, J., Teed, M., Gilbert, S., & Dimoff, J. K. (2021). RIGHT leadership: Scale development and validation of a psychologically healthy leadership model. Canadian Journal of Administrative Sciences/Revue Canadienne des Sciences de l’Administration, 38(4), 430-441. 

Dimoff, J. K., & Kelloway, E. K. (2019). Signs of struggle (SOS): The development and validation of a behavioural mental health checklist for the workplace. Work & Stress, 33(3), 295-313.

Kelloway, E. K., Dimoff, J. K., & Gilbert, S. (2023). Mental health in the workplace. Annual Review of Organizational Psychology and Organizational Behavior, 10(1), 363-387.

Wu, A., Roemer, E. C., Kent, K. B., Ballard, D. W., & Goetzel, R. Z. (2021). Organizational best practices supporting mental health in the workplace. Journal of occupational and environmental medicine, 63(12), e925-e931.

Sakshi is a psychologist with a deep passion for understanding human behavior, a strong drive for research, and a keen eye for psychological intricacies.

Sakshi

About the author

Sakshi is a clinical psychologist with a deep passion for understanding human behavior, a strong drive for research, and a keen eye for psychological intricacies. Committed to continuous learning, she seeks to explore every facet of psychology, from theory to practice, to better support and empower individuals. With a curiosity that fuels her pursuit of knowledge, she strives to bridge the gap between research and real-world applications, making psychology more accessible and impactful.

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