Mental illness — not to be confused with mental health and well-being — in the workplace needs to be better prepared and planned for from the C-suite, and this instructive read can be your beginning point.
KEY TAKEAWAYS
- An executive’s ability to actively promote a culture of openness and support for those dealing with mental illness ultimately determines the health of the workplace.
- Employers and employees alike often have not been educated and/or normalized to mental illness’ related conditions and symptoms making it difficult for them to identify, support, and advocate for those who are in need. One of the most essential steps for senior leadership to act on is policy development. Creating a mental illness policy, or sub-policy, as part of a larger mental wellness, non-discrimination and non-harassment policy, that is clearly outlined and communicated to all employees, is the only way to actively support mental illness in the workplace.
- Interested in building out your leadership team with key decision-makers who will have a real impact on your company? Reach out to Rhonda Taylor via email here to start the conversation.
The C-suite has begun to take a more proactive approach to address mental illness in the workplace, both within the U.S. and globally. Many of these proactive tactics include implementing policies and programs that support employees’ mental health and well-being but also address the importance of tackling mental illness head-on. Offering employee assistance programs (EAPs) and providing mental health education and resources are also helpful in this arena, but none more so than an executive’s ability to actively promote a culture of openness and support for those dealing with mental illness.
Additionally, some companies are also addressing the issue by offering flexible work arrangements, such as remote work options, and promoting a healthy work-life balance that allows for time to seek resources for one’s mental illness. Overall, this shift in approach aims to create a more inclusive and supportive work environment for employees with mental illness. In this article, we unpack the myriad of ways that the C-suite can lead its organization, brand, and internal culture in becoming a workplace that is more aware, knowledgeable, and understanding of mental illness. It is important for organizations to address mental illness in the workplace to unlock a true culture of employee well-being, reduce the costs associated with absenteeism and turnover, and, finally, improve overall productivity and performance.
The significance of mental illness in the workplace
Within the U.S., it’s reported by SHRM that about 75 percent of employers with workforces of at least 5,000 people or more report access to behavioral health care is a concern in some or all their operating locations. This has been so meaningful, that nearly fifty percent of all employers say they have enhanced their employee assistance programs, while just over one-third have implemented a stand-alone teletherapy program.
According to the World Health Organization, one in four people will be affected by a mental health condition in their lifetime and an estimated 264 million people globally are living with depression. One of the many challenges concerning mental illness in the workplace is that it can manifest in a variety of ways such as anxiety, depression, and stress, and can lead to symptoms such as difficulty concentrating, fatigue, and lack of motivation. There are also more severe forms of mental illness that employees bring with them to the workplace, many of which can be exceedingly challenging to deal with in partnership with your employees. Symptoms, of all types, can greatly affect an individual’s ability to perform their job duties and can also lead to increased absenteeism and turnover.
Traditional approaches to mental illness in the workplace
Traditionally, mental illness in the workplace has not been widely or consistently addressed nor even acknowledged by employers. Historically, employees who struggle with mental health issues have often been stigmatized and not provided with the support they need to manage their condition. Additionally, many employers have been hesitant to address mental illness in the workplace out of fear of legal liability, concerns about the cost of providing support to employees, and simply knowing the right actions to take to advocate for their employees.
Thus, this avoidance of mental illness within the workplace by executive leadership has resulted in an increased lack of education and awareness on this topic. Employers and employees alike often have not been educated and/or normalized to its related conditions and symptoms making it difficult for them to identify, support, and advocate for those who are in need.
The C-suite’s new approach
Fair or not, when it comes down to it, the battle of mental illness’ stigma within the workplace begins and ends with senior leadership. If leadership takes the lead in normalizing and educating (through trainings and workshops, etc.) employees about mental illness, the troops will surely follow. Here are some recommended steps to take for immediate action, leading to sustained change and the destigmatizing of mental illness.
1. Implementation of policies and programs that support mental health and that address mental illness
One of the most essential steps for senior leadership to act on is policy development. Creating a mental illness policy, or sub-policy, as part of a larger mental wellness, non-discrimination, and non-harassment policy, that is clearly outlined and communicated to all employees, is the only way to actively support mental illness in the workplace. Your policy should include guidelines on how to seek help and support, as well as provisions for accommodations for employees with mental health conditions.
2. Employee assistance programs (EAPs)
Yes, we know this is an obvious one, but the fact is that even to this day, EAPs are the single most underutilized benefit that companies offer employees. EAPs often have built-out resources and programs at the ready that businesses simply do not have. These programs typically provide employees with access to professional counseling services, as well as resources and information about mental health. EAPs are designed to provide service in a variety of areas, not just mental illness, but legal, financial, health and fitness, etc.
3. Mental health and illness education and resources
Practical resources in these areas are the key to success. Some of the better resources/programs that we have found useful include the following:
- Training and workshops. Employers can provide trainings and workshops on mental health topics such as stress management, coping with anxiety and depression, and work-life balance. These workshops can be led by mental health professionals or trained facilitators and can be offered to employees on a regular basis.
- Information and targeted resources. Employers, through the counsel of HR, can also provide employees with access to mental health resources such as books, articles, and websites. This can include information on mental health conditions, treatment options, etc.
- Support groups and peer-support networks. Employers can also create support (or affinity) groups or peer-support networks for employees who are dealing with mental illness. These groups can be led by mental health professionals or trained facilitators (who should be outside professionals and not employees of the company) who can provide a safe and supportive environment for employees to share their experiences and offer support to one another.
- Regular mental health check-ins. Employers can also incorporate regular mental health check-ins as part of the employee development or performance evaluation process, this can help to identify any early signs of mental health and illness issues and provide employees with the support they need to address them. Note that it is not the job of managers (at any level) to diagnose and/or treat mental illness, but simply to be on the lookout for drastic changes in behaviors and employees who struggle in the workplace (who previously did not), as these may be signs pointing toward mental illness.
- Mental health “First Aid” training. Employers can also provide Mental Health First Aid training for employees. This training teaches individuals how to recognize the signs and symptoms of mental health problems, provide initial support and guide a person toward appropriate professional help. Again, this training is conducted by an outside, trained, certified facilitator.
Mental health education and resources can provide employees with the information and support they need to manage their mental health and well-being. By providing these resources, organizations can create a culture of openness and support for employees dealing with mental illness and can help to promote the well-being of employees.
4. Promotion of a culture of openness and support for those managing mental illness
The stigma of mental illness in the workplace enjoys great magnitude and depth. Due to companies “looking the other way” for so long, mental illness is more feared than understood and most cultures are not prepared to absorb its presence within organizations. Actively promoting a culture of openness and support for those managing mental illness in the workplace is an important aspect of the C-Suite’s new approach to addressing mental illness. One important, and, yes, vulnerable way leaders in the C-Suite can lead by example is to openly discuss, to an approach degree, their own family experiences with mental health and the importance of mental well-being in the workplace, as well as within life at large.
As previously mentioned, the C-suite needs to focus on stigma reduction. Reducing the stigma associated with mental illness by providing education and training to employees about mental health and mental illness, and by creating a culture of understanding and acceptance for people with mental health challenges. Lastly, encourage self-care for all employees upstream and down. This primarily means supporting employees’ mental and emotional well-being, by providing resources and support for self-care, such as employee assistance programs, counseling, and mental health days.
5. Flexible and remote work arrangements
This may be one of the more obvious suggestions, but it made the list because, as we all have learned over the last couple of years, many more job functions can indeed be remote, than originally thought. Remote work can lead to a healthier form of work-life balance, for those crippled by a disability or for employees who are just needing to balance life with work, avoiding stress and illness down the road. Perhaps it’s not remote work that is needed; a flexible work schedule may also be all that is required to greatly assist one with mental illness concerns.
Benefits of the new approach
The benefits of these new approaches essentially mean happier, more engaged, and safe-feeling employees. When organizations directly address mental illness, thus improving employee mental health and well-being, it increases productivity and job satisfaction, decreases absenteeism and turnover, and increases inclusivity and diversity in the workplace. It is a win-win in its truest sense.
Bottom line
The C-Suite’s approach to mental illness in the workplace continues to quickly evolve (for the better) as more companies recognize the importance of addressing mental health and providing support for employees who are dealing with mental health issues. This includes implementing programs and policies aimed at reducing the stigma associated with mental illness, providing resources for employees to access mental health support, and creating a culture that prioritizes mental wellness. These efforts can lead to a more productive and engaged workforce, as well as a more supportive, inclusive, and safe workplace for all employees.
Interested in building out your leadership team with key decision-makers who will have a real impact on your company? Reach out to Rhonda Taylor via email here to start the conversation.
Patrick Proctor
Patrick Proctor has more than 20 years of global business, people operations/HR, CSR, and organizational development experience. Patrick has held multiple roles within the C-suite and has consulted for scores of companies in countless industries. Patrick writes on these and many other issues impacting businesses today.