Employer attention to mental wellbeing falling into decline

Results from a global survey of 32,000 employers in 17 countries points to a growing divide between employee needs around mental health and the actual response.

In the UK, 56% said stress was having a negative effect on their ability to work; and 34% that poor mental health was affecting their performance.

At the same time, ADP Research Institute’s People at Work 2023 study found that fewer workers believed they were getting support from managers, down from 70% last year to 64%. More significantly, 60% suggested their managers were ‘ill-equipped’ to talk about mental health in the first place.

Employers were less likely to ‘check-in’ on mental health, offer wellbeing days off or counselling support.

WFH backlash

Another signal of the reversal of attitudes and offerings to staff has been around WFH. More business leaders have gone public in their criticism of WFH since Lord Alan Sugar and Elon Musk. The Goldman Sachs CEO has said that WFH was an “aberration” and the trend had to go as soon as possible.

Most recently, at a Future Investment Initiative summit in Saudi Arabia, the CEO of Blackstone Group claimed that employees chose remote working because “they didn’t work as hard, regardless of what they tell you.” They were just trying to save on the cost of commuting, lunches and work clothes.

Support in practice

EAPA UK chair, Karl Bennett said: “One of the positive trends since the Covid-19 period and heightened awareness of workforce mental health has been a rise in the number of organisations setting up EAP support, and extending those EAP services around counselling. People need to know there is always someone they can talk to.

Is menopause awareness training for managers enough?

Many women, experienced professionals who have reached important stages in their careers, suddenly feel unsupported when it comes to going through a menopause or perimenopause stage (which can occur at any point from the late 30s but is most likely in the early 50s).

The typical symptoms — issues such as ‘brain fog’ and anxiety, along with poor sleep and memory — can have a significant impact on everyday work, and in particular, adding to the challenges involved around dealing with pressure and stress.

Training tactics

A survey has suggested that around 37% of managers receive training on menopause symptoms. 25% of managers admitted they wouldn’t know how to respond if they were approached to deal with issues. 16% even said they believed that employees who talked about their meno-pause experience were just making an ‘excuse for poor performance’.

In response to these and other findings, wellbeing commentators in HR have called for a closing of the ‘knowledge gap’, and for managers to be upskilled to make sure they understand the physical, emotional, and psychological aspects of menopause. And in turn, they will then be able to introduce strategies that make for a supportive and inclusive workplace culture.

Support in practice

EAPA UK chair, Karl Bennett said: “The rejection of providing protected status for menopause under the Equality Act means there continues to be very different levels of attention and un-derstanding among employers.

“But for all managers, having conversations about the symptoms involved and finding the right response continues to be problematic. Their priority is performance and delivery at work, and having to deal with personal, sensitive stories can just feel like a distraction. As a result, em-ployees don’t feel like they’re being listened to.

“Again this is where access to an independent service like an EAP comes in; where there’s a chance to speak freely about the interplay between home and work life, the physical and psy-chological symptoms. In this way women can reach a clear position on where they are, what they need in practical terms to support them, and can go back to managers with a proposal ra-ther than feeling they are simply becoming passive and unable to cope.”

The rise of ‘mental health washing’?

A survey of 1,000 UK adults for World Mental Health Day found that 79% don’t believe their employer is genuine about acting on mental wellbeing: they’re happy to talk about the value of mental health and their commitments, but that doesn’t translate into policies and action in practice.

In other words, the internal postings, social media statements and web campaigns are a form of ‘mental health washing’, it’s claimed.

The one-off approach

The study by the payroll and finance software provider MHR also pointed to how 19% of FTSE 100 employers only posted about mental health once a year — only to coincide with the awareness-raising events like World Mental Health Day, and nothing more.

In response to the findings, HR commentators have criticised the trend for organisations to introduce one-off schemes, wellbeing and finance apps, free yoga or health foods, rather than look to create a full wellbeing strategy that includes accountability, a level of monitoring of impact and progress.

The proactive EAP

EAPA UK Chair, Karl Bennett said: “Expectations among staff around attention and support for mental wellbeing have been transformed — and there’s no going back. Work and workplaces have a real impact on people’s mental health, including many positive benefits. It’s a shared responsibility.

“Increasingly that means moving away from promotional activities, or what might feel like token schemes, towards demonstrating impact and what really works for both employees and the organisation by getting to to the crux of what’s causing problems. “EAPs will play a more important role, as the basis of a more pro-active and preventative service, ensuring there are earlier interventions among employees — demonstrating active commitment and catching situations before they lead to health issues that no simple perks and offerings can ever help with.”

Why EAPs are essential to a proactive approach to sickness absence

Research by the CIPD and Simplyhealth [[https://www.cipd.org/globalassets/media/knowledge/knowledge-hub/reports/2023-pdfs/8436-health-and-wellbeing-employee-views-2023.pdf ]] has suggested UK employees took an average of 7.8 days of sick leave in the last year — an increase of two whole days over pre-pandemic levels, and the highest number of 10 years. The data comes from 6.5 million employees in 918 UK organisations.

Stress was picked out as a key reason for the increases, with 76% of employees seeing it as the main factor: stress caused primarily by ‘heavy workloads’ and ‘management style’. The most common reasons for long-term absence were given as mental ill health (63%), acute medical conditions such as stroke or cancer (51%) and musculoskeletal injuries (51%). 

Whose responsibility?

The report found most organisations were addressing health and wellbeing issues through occupational sick pay leave schemes (69%) and access to an EAP (82 per cent). At the same time, only 53% have a standalone wellbeing strategy looking at how to best integrate and drive activities.

It goes on to suggest there needs to be a shift in responsibility for employee wellbeing towards a shared role via preventative health and wellbeing strategies in order to deliver better results and reverse the sickness absence trend.

The proactive EAP

EAPA UK Chair, Karl Bennett said: “EAPs aren’t — or shouldn’t be — just a reactive offering. Any preventative health programme needs to start with raising awareness of the range of EAP provision, and its value in helping to address root issues early, the kinds of issues that snowball from feelings of stress and loss of control into both physical and mental health problems.

“EAPs have always been seen as an employee benefit — but I believe we are now much more than that, supporting millions of people each year with counselling, professional assessments and psychological therapies, we have become the ‘go-to’ for mental health support for businesses. 

“As a sector we need to be encouraging a focus on the preventative elements of our services, adding more non-clinical services like Mental Health Coaching.”

The cost of poor sleep

More than a third of UK adults don’t believe they get enough good quality sleep on most nights, according to a study by Canada Life. 16% said poor sleep was making it difficult to maintain their physical and mental health. And as a consequence, 11% of sick days were the direct result of poor sleep.

On average, people were found to get just 6 hours and 12 minutes of sleep a night (compared with the recommended 7 to 9 hours). 63% felt like they needed to take a nap during the working day.

Calculations point to 15% having taken an average of three days off work in the past year because of a lack of sleep, which would translate to a total of 14.4 million sick days in a year across the whole workforce. A RAND Europe study has suggested that poor sleep in the UK’s working population costs the economy around £34 billion a year.

Keeping us up

In the Canada Life study, 21% of people pointed to physical conditions as the cause of their limited sleep; 17% to poor mental health. Around a quarter said they stayed up too late, and 14% blamed having their mobile phone or other devices in the bedroom.

Among people who have actively tried to deal with problems sleeping: 45% have taken sleeping pills or other forms of medication, 36% have spoken to their NHS doctor, 32% have tried meditation or mindfulness, 29% have used alternative or herbal medicine and 23% have made use of an app.

Proactive EAPs

EAPA UK Chair, Karl Bennett said: “Sleep is like a barometer of our overall health. When we’re in decent shape physically and have a sense of balance in our minds, then sleep comes naturally — working as an essential part of a healthy cycle for our days. Disturbed sleep is not just a cause of ill-health but a symptom.

“Rather than relying on medication to force sleep, it’s important for employees to be able to get themselves back into that natural cycle, and that means dealing with underlying issues that cause us to be restless psychologically: because of problems at work, with relationships, with finances — knowing that they can get professionals advice and the support of counsellors when they need it. EAPs provide that practical release valve.”

UK Employee Assistance Professionals Association

NOTICE OF BRANCH MEETING

Wednesday 20^th September 2023

Online via Teams 

We are pleased to be able to announce our next Branch meeting which will be followed by a speaker event.  It will be held on Teams and a Teams invitation will be sent before the event to those registering.   It is therefore essential that you and any guests you invite should pre-register by responding to this email. 

16:00 – 16:30    Branch meeting  

·         Welcome and Apologies

·         Minutes of June meeting 

·         Chair’s Report 

·         Treasurer’s Report 

·         Other Projects Update 

·         Any Other Business 

16:30 – 17:00  Guest Presenter:  Matthew Smith – Polaris Counselling and Training

             “The Use of Neuroscience and Physiology in Psychoeducation“             

Members are encouraged to bring one colleague as a guest for this part of the meeting.

REGISTRATION: info@eapa.org.uk

How an ageing workforce will change HR’s approach to wellbeing

Research from The Health Foundation has claimed that the number of adults in England faced with long-term health conditions — like cancer, diabetes and kidney disease — will rise by 2.5 million by 2040, an increase of 37% on 2019 figures: meaning 9.1 million people.

The study found that the largest increases in chronic illnesses would be related to anxiety and depression, chronic pain and diabetes, the kinds of conditions that are ongoing and dealt with through GPs and other community care providers.

An issue of compliance

With more employers looking to retain the skills and knowledge of older employers, there are believed to be significant implications for HR and their attitudes to health promotion and support for people with long-term conditions.

Under the 2010 Equality Act, many employees with long-term illnesses are considered to be ‘disabled’ and need to be treated in ways that avoid claims of discrimination.

Chronic health conditions are also more likely to affect younger age groups. The Health Foundation research has pointed to how the number of people in the 20-69 year-old age category with a major illness rose by more than 25% between 2010 and 2020.

Early interventions count

EAPA UK Chair, Karl Bennett said: “People are living longer and working longer in countries around the world — a fact that should be celebrated, and something that is proving of great value for many employers as they struggle to retain talent and experience. Chronic illnesses are booming more common, with many more people needing to deal with the needs for ongoing health treatments and management, not only those in older age groups.

“HR and employers have an important role to play in achieving a workable balance, helping people to stay in work and contribute for was long as possible without feeling the negative effects of employees being off work with long-term sickness.

“That means pro-active health promotion and support at all stages of people’s careers, early interventions around concerns relating to issues such as mental health — and a constant awareness of the strong relationships between mental and physical health. Making sure staff are in a good place mentally is always a foundation for helping people avoid physical health problems over time.”

How anxiety is leading to employees shrinking back from responsibilities

A new study from JLA suggests 55% of UK employees have experienced ‘severe anxiety’ due to work in the past year. As a practical consequence, 39% admitted to actively avoiding taking on a leadership role in company meetings; 31% didn’t want to lead team meetings.

At the root of the issues is said to be ‘a lack of trust’ in employers. Only 16% said they believed they were receiving the right level of mental health support in the workplace. 

Judgement days

In spite of the range of initiatives and widespread discussion of mental health, research continues to show how employees believe their careers will be negatively affected.

A survey from Reed of more than 2,000 employees and job-seekers has claimed that around a quarter would not talk about mental health issues at work; 36% felt too exposed and vulnerable; 39% believed they would be judged negatively.

More than first aid

EAPA UK Chair, Karl Bennett said: “Anxiety typically destroys confidence, and that means real consequences both for people in their careers and for organisations themselves in terms of team working and performance. A culture where there’s a lack of openness, a sense of a lack of trust and understanding will always be damaging — whether they involve people dealing with issues of anxiety or not.

”The current trend of support for mental health first-aiders is important in terms of making sure employees feel they have someone they can talk to in the first instance, who can signpost them to other forms of help. But signals from research indicate that people aren’t always certain they can trust anyone in their workplace with such a sensitive and personal topic.

“And even more importantly, mental health first-aiders aren’t intended and aren’t equipped to do anything more than signpost. The foundation of trust is access to the kinds of professional, confidential support offered via an EAP.”

Why calling in sick is still a luxury

A survey among 2,000 UK employees across sectors by CIPHR suggests 64% of ‘in-person’ workers have gone into the workplace while feeling ill. (This compares with 38% of remote and hybrid employees).

More women (68% of in-person workers) are likely to have worked through illness compared with men (58%). And the issue seems to be most prevalent in the retail and hospitality sectors, where there may be fewer or more uncertain sick leave benefits (where levels are around 80%).

Making us ill

Why is this happening? The report authors point to an ongoing presenteeism — in spite of the lessons of the pandemic — where taking time off work, or working shorter hours, are still regarded as being evidence of ‘weakness’ or a lack of commitment. People are being forced to make choices between their physical health and their finances or reputation at work. In turn, that means a knock-on effect on mental health, through the stress off not being to take time off, from neglecting their wellbeing.

Taking on presenteeism

EAPA UK Chair, Karl Bennett said: “Presenteeism isn’t good for anyone, it’s just a cycle that leads to continual feelings of stress, poor productivity and lower levels of performance. Occasional time off can be necessary for securing wellbeing, protecting colleagues from the spread of illnesses, and making sure there’s a healthy culture in terms of attitudes to people as human beings.

“That’s what’s most important of all over time — making sure there is a culture of empathy and understanding, where people feel able to be themselves, including taking time off for sickness, and where everyone gets the benefits from healthy people being in work.

“Physical and mental ill-health is so often a connected cycle. And that’s why the professional advice of EAPs is so important in terms of breaking that cycle and helping people to move back onto a healthier course of things.”

Why the UK workforce is one of the least engaged in Europe

A Gallup survey points to hard evidence of what many in HR will already suspect: UK workers are just not feeling it when it comes to their workplace. 90% don’t feel “enthused”. And whatever cultural changes are happening in the modern world and attitudes to work, they are more negative in the UK than in most other countries in Europe.

The issue of disengagement and the need for urgent action is the subject of a planned People Management/Management Today webinar in September 2023, addressing topics such as the role of workplace planning and employee experience.

Mind the gap

According to the survey authors, the main cause behind workplace disengagement and feelings of “worry, stress and anger” is the “avalanche of negative news”: the cost-of-living crisis, the evidence of looming problems from climate change, the sight of the NHS becoming overwhelmed.

In other words, a sense of fatalism that is undermining our ability to feel positive and committed to an organisation and its goals. At the same time, say Gallup, staff aren’t necessarily looking for other roles, but staying in jobs due to fears over the impact of a recession.

Belonging together

EAPA UK Chair, Karl Bennett said: “At the heart of the problem of disengagement is mental wellbeing. More people are struggling to see a positive future, how their commitment and energy for work matters in a context of worsening insecurities and diminishing financial returns.

“In this situation, mental toughness and resilience are all-important. And employers can play a huge role in helping people improve their mental wellbeing, a sense of positivity around the future and their part in building a better future for themselves and the people they care about.

“It’s a positive cycle: employers who contribute to good mental health at work encourage a greater sense of belonging, of community and purpose, which in turn leads to more engagement and an important platform for mental wellbeing.”