Your people matter: Looking after the mental health and well-being of your workforce

On average, an individual will spend 33% of their life at work. During this time, research indicates that 1 in 5 people will experience poor mental health each year and almost 1 in 2 of us will experience poor mental health at some stage during our lives[1].

According to the WHO (2024) [2], mental health can be defined as “a state of mental well-being that enables people to cope with the stresses of life, realise their abilities, learn well and work well, and contribute to their community. It is an integral component of health and well-being that underpins our individual and collective abilities to make decisions, build relationships and shape the world we live in.”

Mental health and well-being are complex and a one-size-fits-all approach will not suffice. They exist on a continuum, ranging from positive (health functioning) to negative whereby ill health can have a severe impact on everyday functioning. Like physical health, a person’s mental health can fluctuate throughout their lifetime in response to different environmental factors and stimuli[3].

Image Source: Beyond Blue, 2024

1.     Why does this matter to me as an employer?

Employers who consciously look after, and invest in, the mental health and well-being of their workforce are rewarded. Studies have identified that positive mental health is closely correlated to;

• Attracting and retaining key talent in an organisation;
• Reducing absenteeism among teams;
• Increasing organisational productivity; and
• Providing a positive return on investment in the long term.

2.     So how do I “consciously look after” the mental health and well-being of my workforce?

Ensure all people managers are able to recognise the early warning signs of a decline in an employee’s mental health and well-being. Early warning signs can include an array of physical and behavioural symptoms, including but not limited to;

• Emotional outbursts;
• Repeated unplanned absences or lateness;
• Dishevelled appearance;
• Frequent illness/ being run down;

3.     What do I do if I recognise early warning signs?

There are several strategies available to effectively navigate a mental health concern, however, all effective strategies put the employee first.

Initially, we recommend an informal conversation with the employee to understand how they are feeling and to offer your assistance as an employer. Such conversations should always respect the employee’s privacy, maintain confidentiality, and offer support resources, if necessary.

4.     Do’s during a mental health conversation.

• Do allow the employee to bring a support person to the meeting;
• Do ask about the employee’s current and future work capacity;
• Do enquire about the safety of the employee, other employees, contractors and the public;
• Do offer workplace adjustments, if appropriate, that will allow the employee to return to (or remain) at work; and
• Do offer solutions such as seeking professional help, reaching out to helplines and/ or the employee's support network.

5.     Don’ts during a mental health conversation.

• Don’t ask about the employee’s prognosis and diagnosis;
• Don’t ask about the type of treatment or medication the employee is receiving;
• Don’t ask about the employee’s personal problems;
• Don’t make a decision about an employee’s mental health without consultation with a medical professional.

Employers who educate their people managers to enable them to recognise the early warning signs for a decline in an employee’s mental health and well-being will be best place to effectively manage any identified decline. People managers would benefit from undertaking formal training on how to conduct effective mental health and well-being conversations in a way which respects the privacy and confidentiality of the employee.

Not sure where to begin? For support on managing mental health and wellbeing in your workplace, please contact your usual Forvis Mazars advisor or alternatively, one of our HR consulting team via the form below or on:

Author: Sarah-Jane Hedderman

Published: 27/6/2024

All rights reserved. This publication in whole or in part may not be reproduced, distributed or used in any manner whatsoever without the express prior and written consent of Forvis Mazars, except for the use of brief quotations in the press, in social media or in another communication tool, as long as Forvis Mazars and the source of the publication are duly mentioned. In all cases, Forvis Mazars’ intellectual property rights are protected and the Forvis Mazars Group shall not be liable for any use of this publication by third parties, either with or without Forvis Mazars’ prior authorisation. Also please note that this publication is intended to provide a general summary and should not be relied upon as a substitute for personal advice. Content is accurate as at the date published
 

[1] Beyond Blue, 2024a, ‘Work and Mental Health’, Available at: https://www.beyondblue.org.au/mental-health/work-and-mental-health (Accessed: 28.05.2024).

[2] World Health Organisation, 2024, ‘Mental Health’, Available at: https://www.who.int/news-room/fact-sheets/detail/mental-health-strengthening-our-response (Accessed: 28.05.2024).

[3] Beyond Blue, 2024b, ‘What is Mental Health’, Available at: https://www.beyondblue.org.au/mental-health/what-is-mental-health (Accessed: 28.05.2024).