Key findings from our recent Bridging The Gap Between Wellbeing and Performance seminar.
|77% of employees have experienced poor mental health
62% of employees have experienced poor mental health where work was a contributing factor – 24% in the last month alone
Managers underequipped and unsupported to respond to mental health in work
Bosses disconnected from reality of employees’ experiences of mental health*
“Millions of employees are suffering in silence and feel unable to share their experiences at work. When they do reach out, many are met with an inadequate response,” said Louise Aston, Wellbeing Director at Business in the Community. “Our findings show that we need more openness, more training and information, and more support for employees and managers.
This is why we are asking employers to take three steps – Talk, Train and Take Action.”*
*Mental Health at Work Report 2016
With the Mental Health at Work Report firmly in the forefront of our minds, we asked a broad range of HR personnel, Directors, business owners, managers and employees to join us, to stay ahead of the pack as we discussed and explored how to shift the relationship between organisations and their people. Delegates enjoyed varied and informative presentations ranging from the legal obligations of an organisation to what happens when you miss all the warning signs of stress.
The room then split into four, to discuss and report back on the following questions:
- What stops people just like you talking about stress?
- What are the implications/costs to your organisations/people?
In each case we have split the findings into the individual and organisation.
1. What stops people just like you talking about stress?
- What would need to change in your organisation/for you to make a difference?
how we would be perceived by our colleagues
a loss of status
losing control-“I’m meant to be a leader”
directors thinking we couldn’t do our job
“people thinking I can’t cope”
|Risk of :
inability to attract talent in the future
Not recognising the difference between pressure and stress
2. What are the implications/costs to your organisations/people?
3. What would need to change in your organisation/for you to make a difference?
Work life balance
|Low staff engagement
Decrease in productivity
Reputational damage/risk of takeover
In conclusion, the resounding reason for not speaking up as an individual is fear and delegates believed that organisations didn’t talk about stress due to risk-opening Pandora’s Box. The implications for individuals were more global than for organisations; delegates felt that their health and the effect of their family life was more significant and effected them more quickly than their productivity at work. For the organisation the majority of implications were around productivity and the ‘bottom line’. This immediately brings to mind our newsletter from a few months ago, with the stress response curve.
|Being listened to
Avoid passing judgement
Lead from the top
Talking about it
|Deliver from the top down
Change of culture
Remove the fear
Causes not symptoms
Mental wellbeing advocates
The cost to the individual becomes apparent much sooner than it is to the organisation.
So, this brings us to what needs to be changed. Individuals feel they need to be listened to more effectively and the element of fear needs to be removed, to do this there of course needs to be organisational/cultural change.
Now we move to the “how” and who will be the architects of change? We welcome your thoughts and feedback. Alternatively click here for information on our next seminar.