Out of the shadows: Sustainably improving workplace mental health

Effective programmes focus on psychological safety and broad-based mental health awareness.

For example:

• Mental health promotion. Leaders publically share their commitment to supporting and improving mental health through storytelling.
• Supported boundary setting. 
• Leader capability. Providing access to mental health training.

Employers provide stress-management programmes built around cognitive behavioural therapy (CBT). It aims to change misconceptions and assumptions and teach new skills for handling stressful situations.

For example:

• Resilience training. Companies distribute workbooks containing a series of resilience challenges.
• Mindfulness programmes.
• Physical activity. Organisations use virtual physical challenges for individuals and groups.

Organisations create a strong awareness of the signs of mental ill-health, appropriate services, and a culture that encourages asking for help.

For example:

• Tailored mental health awareness. Creating multichannel communications that focus on the experiences of working parents and advice and details on support resources.
• Mental health-focused events. Organisations share stories, build awareness and reduce stigma.
• Expanded employee assistance programmes (EAPs). Organisations expand access to preexisting programmes that include family members of employees, or small-business suppliers or customers.

Organisations may expect employees with mental health issues to make a full recovery before returning to work. This approach is often misguided as returning to work is often important to the recovery process. Changes to the workplace may be necessary.

• Direct access to psychological support. 
• Increased leave. Employers can offer five days of additional "pandemic leave" on a no-questions-asked basis.

• Understand the factors that contribute to mental health conditions, such as a low level of support provided in completing work, an imbalance between effort and reward, and a low level of autonomy.
• Holistically consider the entire operating model and cultural system. Consider the people, process, structure and culture.
• Use data to personalise interventions. People experience the workplace differently. Each one will face different stressors and challenges.
• Co-design solutions with your employees. 
• Solve with your community. Look beyond the workplace and engage with your communities.