Mental Health in the Workplace: Creating Healthy Work Environments

Some new research is out which mirrors something I wrote on this blog earlier this year in my Top 5 Workplace Trends to Watch in 2011, under Workplace Issues
the top issues I highlighted were "bullying and harassment, disabilities, human rights and accommodation in the workplace."

We should all be concerned about the workplace mental health trends and do something to mitigate the personal and organizational impacts. Creating psychologically healthy and safe workplaces takes design, effort and intention.

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More awareness, understanding needed for mental illness on the job: Conference Board
Bradley Bouzane, The Province, June 22, 2011.

Mental-health issues are prominent in Canadian workplaces and many workers are hesitant to come forward due to a lack of understanding on the part of their employers, says report from the Conference Board of Canada, which stresses the need for more training for managers.

"People who experience mental-health issues face incredible challenges in the workplace," said Karla Thorpe, the Conference Board's associate director of compensation and industrial relations. "Many are misunderstood, shunned and underutilized. In a world where shortages of critical skills are top of mind for many organizations, employers cannot afford to allow this situation to continue."

Building Mentally Healthy Workplaces — Perspectives of Canadian Workers and Front-Line Managers, stems from a January 2011 survey of 1,010 employed Canadians, including nearly 500 managers. The initial survey was then followed up by 30 more detailed interviews.

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Building Mentally Healthy Workplaces — Perspectives of Canadian Workers and Front-Line Managers

Conference Board of Canada, 2011

The report highlights the workplace challenges faced by employees with mental health issues, and provides insight into how employers can best support these employees. The research is based on a national survey—conducted by The Conference Board of Canada in January 2011—of 1,010 individuals currently employed on either a part-time or full-time basis, including 479 front-line managers who supervise or manage other people in the workplace. The research is supplemented with a total of 30 follow-up, in-depth interviews.

Mental health was defined as: excessive stress, anxiety, depression, burnout, addictions and substance abuse, mania, bipolar disorder, and schizophrenia, among others.

Key findings

• 44 % of Canadian employees have dealt with mental-health issues at some point, with 12 % stating they are currently experiencing mental-health conditions.
• 44 % of managers indicated they had no training in how to work with employees who suffered from mental illness. The report said managers need — and have expressed a keen interest in — increased training to improve that situation.
• 82 % of senior executives surveyed stated that their company promotes a mentally healthy work environment, only 30 % of employees who work in such occupations as service, labour, and production agree.
• 54 % felt disclosure of their condition may prevent opportunities for promotions.
• 36 % of employees said mental-health issues are not discussed openly by management at their places of employment.
• In 2009-10, 78 % of short-term claims and 67 % of long-term claims in Canada were linked to mental-health issues.

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Workplace training needed to rid the stigma of mental illness
KJ Mullins, Digital Journal, June 20, 2011.

Resources on creating Psychologically Healthy Workplaces

Psychologically Healthy Workplace Program

Psychologically healthy workplace practices can be grouped into five categories:

• Employee involvement
• Work-life balance
• Employee growth & development
• Health & safety
• Employee recognition

From Minding the Workplace - Eight questions more likely to reveal the presence (or lack thereof) of a psychologically healthy workplace:

• Is there a sense of zest, ”buzz,” and opportunity in the workplace?
• Do employees feel they are valued and treated with respect and dignity?
• Is the organizational culture friendly, inclusive, and supportive?
• Is organizational decision making fair, transparent, and evenhanded?
• Are diversities of all types accepted or merely tolerated?
• Does the organization face or dodge tough questions concerning employee relations?
• Are allegations of mistreatment of employees handled fairly and honestly, even when the alleged wrongdoers are in positions of power?
• Are compensation and reward systems fair and transparent?