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Improving psychological health and safety is a process of continual improvement. Everyone needs to be involved. Many UK businesses seem to be largely diminishing the importance of mental health in the workplace and instead a tick box culture has manifested in the place of genuine support. Having a company wellness programme and managing it effectively are two very different things, and the costs of mismanaging health and wellbeing issues can be huge. To be successful, you must ensure that health and wellbeing initiatives are regularly advertised internally, readily available and running smoothly. In order to sustain a culture of openness and transparency around mental health and wellbeing, employees should listen to and support team members with mental health and wellbeing concerns at both peer level and as line managers. Employees can support improvements in overall workplace mental wellbeing by ensuring they are aware of both how to raise concerns about colleagues and also what actions to support co-workers they can reasonably take. The world of work is changing. In that change and pressure to become leaner, there are hazards for mental health and wellbeing, and a risk that some people can be left behind. Regulations around workplace health have become increasingly sophisticated, moving from general health and safety legislation and working with disabilities to specifying employee health, wellbeing and mental health.

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It is time to turn the argument on workplace mental health from one of burden and cost to one of recognising the value and the potential gain from protecting and improving mental health at work. Supporting mental health within your organization has never been more important. As well as helping you to build a positive working environment, a framework for managing psychological health and safety can help to improve your organizational resilience and enhance engagement, performance and productivity. To create the change, to shift the conversation, people need to be shown how to have the conversation. Specifically, what to say. What needs to be developed is the skillset of the language. Just as there’s a science and art to diagnosis, there’s an art to talking about mental health that comes with learning, practice and time. We will all be affected at some stage of our lives by mental ill health—either personally, or in our families or our workplaces. There will be people in our workplaces who are successfully managing anxiety or depression or less prevalent mental health conditions. We need to overcome stigma, prevent marginalisation and provide flexibility to overcome barriers to making a full contribution in work. Don't forget to send out proper internal communications around how to manage an employee with anxiety in your organisation.

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Mental health charity Mind regularly surveys staff across a range of employers for its annual Workplace Wellbeing Index. Its most recent survey found that of over 40,000 staff working across 114 organisations, 41% said their mental health had worsened during the pandemic, with fears about job security, redundancy, and the challenges of remote working all having an impact. Awareness of the scale and impact of poor mental health at work is increasing – in 2018, the Chartered Institute of Personnel and Development (CIPD) found that poor mental health was the most common cause of long-term sickness absence in UK workplaces and that stress-related absence had increased in nearly two-fifths of organisations (CIPD 2018), while a Mind survey found that one in ten employees rated their current mental health as poor or very poor. Feeling emotionally drained or stressed at work is directly correlated to distractions in the work environment, lost productivity, and uncertainty about the future. But failing to manage this stress properly can result in total burnout or lead to serious mental health issues like depression and anxiety. And that’s only half the equation. These mental health issues can cause physical problems, like high blood pressure and chronic diseases. Problems relating to mental health in the workplace are the second-biggest health issue in Asia Pacific in terms of years lost to disability. In Australia and New Zealand, the annual estimated total cost of mental illness is 3.5 percent and 5 percent of GDP respectively. An EIU study also estimated that within the next ten years, the fall out from mental health issues will reduce economic growth in India and China by around 11 trillion USD. Workplace well-being isn’t just a measure of physical well-being metrics like nutrition, exercise, biometrics and sleep quality. It’s more holistic and includes a focus on mental health in the workplace. Thinking about concepts such as workplace wellbeing ideas is really helpful in a workplace environment.

There is a common belief that if team members are at work, then they must be coping. A similar belief goes that if you are ill, you cannot be at work. As you may know this is not necessarily the case. When employees are struggling with stress, or any other mental health issue, they will usually come to work – at least to start with. Business owners have to give so much to talent that they are loathe to make any concessions for those who are denied this tag - those who are merely labour. The result is unconscionable income inequality. By tackling the issue of mental health in the workplace from the starting point of promoting wellbeing you may find that in itself begins to address some of the stigma and stereotypes associated with mental ill health, and achieve early buy-in from staff. If employees are more aware of what 'wellbeing' is, what the benefits are, and how they can achieve it, they will be better equipped to look after themselves and be more sensitive to the needs of others. Imagine if someone has clinical depression, is struggling with addiction, going through a rough patch in their life, or is just having a crap day and just needs to get mad and cry. Now, add pressure on top that they need to be positive and push through it. What does that do to a person? Certainly nothing good. It leads people to deal with any negative emotions quietly on their own, because they’re not part of the “positivity narrative”. The economic business case for mental health is compelling. For example in the UK, studies show that common mental health problems such as stress, anxiety and depression account for 60 million lost working days each year. The cost to the employer through loss of productivity due to mental problems is higher than that caused by most other health problems and much higher than in working days lost to industrial disputes for example. Even though it may not be easy to become an employee-centric company addressing

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