Managing employee mental health in times of uncertainty

ARTICLE

Managing employee mental health in times of uncertainty

With the rising cost of living, global conflicts including war in Ukraine, and the ongoing effects of the Covid-19 pandemic, it is no surprise that the UK workforce is experiencing high levels of mental health conditions. It is important for employers to take action to recognise that workplaces are not all business – they are filled with employees who have real hopes, fears and stresses.

What is causing the increase in employee mental health conditions?

After two years of the Covid-19 pandemic and restrictions easing, many were hoping that life would return to ‘normal’. However, research conducted by Reassured has shown that more than a third of UK workers have actually felt more stressed since lockdown restrictions ended.

Social media and news feeds continue to be filled with conflict, loss, negativity and confusion, resulting in a perpetual feeling of pessimism, anxiety and frustration. ‘Doomscrolling’ – becoming fixated on monitoring news relating to an ongoing crisis – has become a coping mechanism for many individuals trying to gain control over the situation by absorbing as much information as possible, however this can become draining when individuals are left feeling powerless.

Work can aggravate pre-existing conditions and stresses, causing an increase or worsening of symptoms experienced. These stresses can be a reaction to events or experiences in an employee’s home life or work life, although often it is a combination of both, and it can become hard to separate workrelated stress from existing problems.

What can employers do to help?

Employers should focus on prevention and take a proactive approach when it comes to mental health. One crucial step is to give meaningful training to management to ensure they are well equipped to identify potential causes of stress and have effective means to manage their staff. Leadership should ensure that employees feel comfortable and are encouraged to have regular conversations about their health and wellbeing. Encouraging workplace conversations about real-world issues affecting employees will not only serve to help workers feel supported but can also strengthen a company’s culture.

Developing a more general awareness of mental health among employees is also hugely important. This can be done by making information, tools and support easily accessible. Support can include access to employee assistance programmes intended to help employees deal with personal problems that might adversely impact their work performance, health and wellbeing. Training and utilising mental health first aiders is also a great way to ensure there is a real awareness of employee wellbeing embedded within the workplace. Many employers have also introduced concepts such as employee wellbeing days or offer wellness activities to give individuals the opportunity to recharge.

Undeniably, pressures of increasingly demanding work cultures contribute massively to issues surrounding employee mental health. Start conversations with employees to ask what they feel would genuinely improve their work-life balance and offer flexible or remote working where this is possible. By encouraging a culture of openness, employees will hopefully feel able to speak up about any anxieties or pressures they are struggling with. Ensure employees are encouraged to take breaks during the working day and use their annual leave. In addition to giving employees time to switch off, having a routine can be helpful in times of uncertainty, adding structure and a sense of predictability to an employee’s day. A good work-life balance will also result in a workforce who are more efficient, productive and motivated.

Legal Requirements

Depending on the particular individual, employers may have legal requirements to safeguard the wellbeing of employees. All employers have a duty of care to do all they can to reasonably support the health, safety and wellbeing of employees, which includes:

– making sure the working environment is safe;

– protecting staff from discrimination; and

– carrying out risk assessments.

A mental health issue can be considered a disability under the law (Equality Act 2010) if the following criteria apply:

– it has a 'substantial adverse effect' on the life of an employee (for example, they regularly cannot focus on a task, or it takes them longer to do);

– it lasts (or is expected to last) at least 12 months; and

– it affects their ability to do their normal day-to-day activities (for example, interacting with people, following instructions or keeping to set working times).

If an employee’s mental health issue does qualify as a disability, employers must not discriminate against them because of this and must make reasonable adjustments. Reasonable adjustments can include allowing homeworking, making physical changes to the workplace or offering increased support and training.

It is important to be conscious of this right from the start of the employment relationship. During any recruitment process, ensure that candidates are encouraged to have open conversations about support required and offer appropriate workplace adjustments to those requiring them.

Conclusion

Although it is hard to prepare for the unexpected in such uncertain times with widespread geopolitical and economic fallout, employers should monitor ongoing situations carefully and make adjustments to their support as necessary. By taking action to promote positive mental health in the workplace and creating a supportive environment, employers can help ease the high levels of mental health conditions in the workforce.

Rachel Phillips

Rachel Phillips

Solicitor

JMW’s London Employment Team