In practice
As part of its well-being report, agendaNi looks at workplace initiatives taken across the UK to protect employees’ mental health.
Anxiety, depression, schizophrenia, self- harm and dementia are some of the mental health problems that can affect people at any time in their life, and which employers must increasingly be prepared to deal with. Stress is also a rising problem, and has the potential to develop into a more serious risk for employee and employer if it is ignored.
The 2009 CIPD employee outlook survey, conducted by YouGov (which interviewed a sample of 2,000 people), showed that 78 per cent of employees with poor mental health find it difficult to concentrate at work and 57 per cent said they take longer to do work. Half of the respondents said that they put off challenging tasks as a result of going in to work with poor mental health, 46 per cent said they are less patient with customers and clients, affecting customer service, and 41 per cent think poor mental health interferes with their ability to make decisions.
The UK charity Mind found that the recession has worsened the mental well-being of Britain’s workforce. The charity stated that one in 10 people visited their GP for mental health support last year as a result of recession-induced stress. A fifth of workers have developed depression at some point as a direct result of workplace pressure, leading one in 10 to start a course of anti- depressants, the charity’s research revealed.
Many organisations have implemented health and well-being measures in their work place to ensure their workforce remains productive and motivated.
Globally, Google is renowned for its employee perks, with the company’s website stating: “We have created a fun and inspiring workspace you’ll be glad to be a part of, including [an] on-site doctor and dentist; massage and yoga; professional development opportunities; on-site day care; shoreline running trails; and plenty of snacks to get you through the day.”
Locally the Northern Ireland Civil Service introduced the Civil Service Charter for mental well-being last year. The charter states: “Everyone at work has a responsibility through their actions, attitudes and behaviours to ensure that they are not adversely affecting their own mental well-being or that of others.
“Mental well-being is more than simply the absence of mental illness. Mental well-being allows people to live a balanced life, pursuing their own interests while taking a constructive role at work and in society.”
Initiatives include the Civil Service occupational health service’s ‘lifestyle and physical assessment programme’ where employees receive a lifestyle evaluation including a physiological assessment, measurement of blood pressure, cholesterol, strength, flexibility, lung function and stamina. The employee assistance programme provides all staff and their immediate family members with an independent counselling service and welfare officers are available to liaise between employees and management and to help with external stresses such as life crises and financial difficulties.
Andor Technologies, which has its headquarters in Belfast, introduced well- being policies in order to reduce the stresses facing staff. These included: training management and human resources staff to spot triggers for mental health problems, better management of sickness absence, smoking cessation courses, free fruit, corporate gym memberships, massages, blood pressure and body mass index checks, and a 24- hour counselling service.
Boots aimed to prevent mental health problems arising by giving ‘people packs’ containing fruit, vitamin C, a pedometer and a waist tape measure to every employee, hosting healthy living events including health checks, and serving healthier food in the canteen.
When the Prison Service in England and Wales noticed its sickness absence rate was ‘critical’, it introduced a “robust” IT infrastructure which generated reports on sickness absence for prison managers, helping them see the impact that this absence was having on their operations. It also identified ‘trigger’ staff and sent warnings to them whilst ensuring that employees with serious conditions and disabilities didn’t get a warning. In addition, in-house care and welfare professionals were appointed in each prison; they can refer employees to accredited counselling services. Mandatory health checks were also introduced for all staff.
