According to a poll conducted by an insurance and risk management consulting business, 39 percent of employers have reported a decrease in employee emotional well-being since the COVID-19 outbreak began. Mental health has never been more essential in the workplace, with emotional well-being ranked as the top-rated benefit consideration for total incentives schemes by 65 percent of businesses.
The fact that the epidemic has further expanded the discourse about mental health and emphasized the critical need for improved mental health benefits is the pandemic's silver lining. According to industry trends, demand for mental health benefits is expected to continue to rise in the future years. This is due to employers investing more in mental health than in previous years, meeting employees' desire for employer-provided mental health help.
An estimated 264 million people worldwide suffer from depression, which is one of the primary causes of disability, with many of these people also experiencing anxiety symptoms (WHO). According to a WHO-led study, depression and anxiety disorders cost the worldwide economy $1 trillion in lost productivity annually. Unemployment may be a well-known risk factor for mental disease, but returning to, or finding employment, maybe a protective factor. According to WHO, a nasty working environment can cause physical and psychological state issues, dangerous substance or alcohol use, absenteeism, and lost productivity. Workplaces that encourage psychological states and help persons with mental illnesses are more likely to scale back absenteeism, boost productivity, and reap the financial benefits that accompany it.
In the workplace, there are a variety of mental health risk factors to consider. The majority of hazards stem from interactions between the nature of work, the organizational and managerial environment, employee skills and competencies, and the support provided to help them do their jobs. For example, a person may possess the necessary abilities to fulfill duties but lack the means to do so, or there may be unsupportive managerial or organizational policies.
Risks to mental health include:
• Poor communication and management methods
• Limited participation in decision-making
• Limited influence over one's work environment
• Low levels of support for employees
• Inflexible working hours
• Unclear duties or organizational objectives
Risks can also be tied to job content, such as duties that are inappropriate for a person's skills or a heavy and unremitting workload. Some vocations (e.g., first responders and humanitarian workers) may carry a larger personal risk than others, which can have an influence on mental health and induce symptoms of mental disorders or cause harmful use of alcohol or psychoactive drugs. In circumstances where there is a lack of team cohesion or social support, the risk may be raised. Bullying and psychological harassment (sometimes known as "mobbing") are substantial sources of work-related stress and can put workers' health at risk. They've been linked to both psychological and physical issues. Employers may incur expenditures as a result of lost productivity and increased workforce turnover as a result of these health concerns. They can also wreak havoc on family and social relationships. The available cost-benefit analysis of mental health strategies points to net benefits.
INCREASE MENTAL HEALTH AWARENESS
Employees must have access to mental health awareness and educational resources to seek help in the first place.
Employees who feel sincerely supported by their employer are more likely to seek the help they require. Supervisors play a critical role in fostering a psychologically secure workplace. Managers and organizational leaders must have emotional skills to respond compassionately to an employee in distress and guide the individual through available services. This could also indicate that managers and leaders require emotional assistance initially, as they are dealing with the same issues as their employees.
PROMOTE ACCESS TO RESOURCES
Employers should ensure that resources are available for employees to receive treatment and manage mental health disorders. These resources should include a wide range of topics, from access to emergency help for substance abuse or suicide to preventive care methods like mindfulness exercises and stress management, practices to help people build resiliency. Organizations should also evaluate how they may influence stressors in a good way to reduce typical employee burdens. Creating flexible schedules, strengthening manager/employee communication channels, increasing recognition opportunities, and encouraging the use of paid time off are all examples of this in the workplace.
TAKE PERSONAL ACTION
It's critical to think about and act on your mental health, no matter where you are on your path. If you're a boss, your colleagues must see you taking care of your own mental and emotional health. As previously said, if direct supervisors are to properly support their teams, they must first be supported.
How to take community’s care
• Reach out to a friend in need;
• Complete random acts of kindness;
• Donate to mental health organizations.
Ideas for self-care
• Start the day with gratitude;
• Have fun and laugh
• Sleep and spend time with yourself
• Reduce your screen time;
• Be physically active throughout the day;
• Savor a delicious meal; and
• End the day with gratitude.
For more tips and solutions; read our blogs and trust us with your recruitment process to keep the stress at bay. Take free time to focus on your mental health.
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