Creating a mentally healthy workplace SENScot 17 th July 2020 - - PowerPoint PPT Presentation

Creating a mentally healthy workplace

SENScot 17th July 2020 Helena Macleod Bridge A Gap 07825 508945 helena@bridgeagap.co.uk

What is mental health?

• Definition: “A state of well-being in which every individual

realizes his or her own potential, can cope with the normal stresses of life, can work productively and fruitfully, and is able to make a contribution to her or his community.” WHO (2014)

• The positive dimension of mental health is stressed in WHO's

definition of health as contained in its constitution: “Health is a state of complete physical, mental and social well-being and not merely the absence of disease or infirmity”

• In many ways, mental health is just like physical health:

everybody has it and we need to take care of it

• A period of poor mental wellbeing due to excessive and

prolonged stress can lead to developing a common mental health problem, making the way we think, feel or react difficult, or even impossible, to cope with

• Currently 1 in 4 people in Scotland will experience a mental

health problem in the space of a year

• Many people choose not to admit this because of the stigma

still associated with mental health problems

Mental Health Stigma

• Stigma: “The unlawful discrimination that happens when a person is

treated differently, because of a protected characteristic, in a way that disadvantages them” (See Me Scotland)

• Discrimination may or may not be deliberate but either way, it usually

cannot be justified

• There is still stigma and discrimination attached to mental health problems
• Tackle the prejudice, ignorance, and misguided stereotyping at work
• Stigma and discrimination can make people who are mentally unwell feel

worse

• It can stop them asking for help and ultimately could be the difference

between life and death

• Everyone has the right to be treated with dignity and respect and to receive

fair treatment if they are ill or distressed

• A broken leg takes time and medical support to heal. A broken mind is no

different

• With the right support, two thirds of people diagnosed with mental ill

health go on to make a full recovery

Anxiety

Effects on your body

• a churning feeling in your stomach
• feeling light-headed or dizzy
• pins and needles
• feeling restless or unable to sit still
• headaches, backache or other aches and

pains

• faster breathing
• a fast, thumping or irregular heartbeat
• sweating or hot flushes
• Problems sleeping
• grinding your teeth, especially at night
• nausea (feeling sick)
• needing the toilet more or less often
• changes in your sex drive
• Having panic attacks

Effects on your mind

• feeling tense, nervous or unable to relax
• having a sense of dread, or fearing the worst
• feeling like the world is speeding up or slowing

down

• feeling like other people can see you're anxious

and are looking at you

• feeling like you can't stop worrying, or that bad

things will happen if you stop worrying

• worrying about anxiety itself, for example

worrying about when panic attacks might happen

• wanting lots of reassurance from other people or

worrying that people are angry or upset with you

• worrying that you're losing touch with reality

The Black Dog of depression

How you might feel

• down, upset or tearful
• restless, agitated or irritable
• guilty, worthless and down on yourself
• empty and numb
• isolated and unable to relate to other

people

• finding no pleasure in life or things you

usually enjoy

• a sense of unreality
• no self-confidence or self-esteem
• hopeless and despairing
• Suicidal
• By 2030, mental health problems

(particularly depression) will be the leading cause of mortality and morbidity (diseased state) globally (WHO 2011)

How you might behave

• avoiding social events and activities you usually enjoy
• self-harming or suicidal behaviour
• difficulty speaking, thinking clearly or making decisions
• losing interest in sex
• difficulty remembering or concentrating on things
• using more tobacco, alcohol or other drugs than usual
• difficulty sleeping, or sleeping too much
• feeling tired all the time
• no appetite and losing weight, or eating too much and

gaining weight

• physical aches and pains with no obvious physical cause
• moving very slowly, or being restless and agitated

https://vimeo.com/434973022

Mental Health Inequality

• Socially disadvantaged people have an increased risk of developing mental

health issues to the extent that:

• adults living in the most deprived areas are twice as likely to have common

mental health problems as those in the least deprived areas (22% versus 11%)

• Twice as many GP consultations for anxiety in areas of deprivation than in

more affluent areas in Scotland (62 vs. 28 consultations /1000 patients, 2011)

• The link between social status and mental health problems is thought to

result from the level, frequency and duration of stressful experiences and the extent to which social and individual resources and sources of support reduce their impact.

• Stressful experiences occur across the life course and include:
• poverty
• poor housing
• family conflict
• unemployment
• childhood adversity
• chronic health problems
• Social inequalities shape health inequalities within populations. These are

driven by the distribution of power, income & wealth. Sir Harry Burns – The Glasgow Effect http://www.healthscotland.scot/health-inequalities/fundamental-causes/power-

inequality

The gender health gap

• Inequality between men’s and women’s health (seen as a

feminine issue)

• Men have a shorter life expectancy, more likely to die from

heart disease, a stroke or be overweight

• Reluctance to talk about mental health, higher rate of suicide

with 3 in 4 male (impact of job loss, relationship breakdown)

• Men are less inclined to seek medical help or advice - 90%

don’t want to trouble their GP unless they think there’s a serious problem

• Workplace wellbeing initiatives – promote awareness & action
• n health, signposting to online information, anomynity,

messages using masculine language, create programmes with competitive camaraderie & humour

https://www.unum.co.uk/resources/mens-health-in-the-workplace

Take care of your mental health

• Mental Health is an important part of overall health & wellbeing. It affects how we think, feel & act
• It may also affect how we handle stress and our interpersonal relationships
• During the pandemic fear and anxiety can be overwhelming and cause strong emotions. These are

normal emotions to an abnormal situation

• Fear and worry about your own health and the health of your loved ones, your financial

situation or job, or loss of support services you rely on

• Changes in sleep or eating patterns
• Difficulty sleeping or concentrating
• Worsening of chronic health problems
• Worsening of mental health conditions
• Increased use of tobacco, alcohol and other substances or over-eating
• People with pre-existing mental health conditions or substance use disorders may be particularly

vulnerable

• People may be more likely to experience suicidal thoughts and feelings during a crisis like the
• pandemic. Feelings of isolation, depression, anxiety, and other emotional or financial stresses are

known to raise the risk for suicide

• Support from family and community, or feeling connected, and having access to in-person,

telephone and virtual counselling can help https://www.cdc.gov/coronavirus/2019-ncov/daily-life- coping/managing-stress-anxiety.html

Covid Fatigue and feeling frazzled

• Are you tired, stressed out and need a break?
• I’m FINE! (Fearful, Insecure, Nervous and Exhausted)
• Covid Fatigue and Volunteer fatigue rising, leading to

burnout

• 2 kinds of stress - intense (acute) stress and prolonged

(chronic) stress

• Stages of stress on communities from disasters
• Early, during or right after a disaster - communities pull

together, people support one another, stay at home, sense

• f community bonding (say hello on street, clap for NHS)
• Disillusionment phase - heroic spirit wears thin,

difficulties occur, stress builds, lose optimism, negative or angry reactions, exhaustion “What are they doing to fix this? How long will this last?” (disillusionment lasts a year)

• Sprint vs. marathon
• Avoiding burnout: Maintaining healthy boundaries

during Covid and beyond Webinar 22nd July

Develop coping skills

• Exercise
• No. 1 best thing we can do to cope
• Releases endorphins, gets the adrenaline out when the frustration builds up
• Talking
• Saying it out loud is important. Find the right place and time, but do it
• Ignoring feelings doesn’t make them go away. It’s like trying to hold a beachball

underwater

• Constructive thinking
• We think it’s the situation that causes our feelings, but our feelings come from
• ur thoughts about the situation
• We can’t change the situation, but we can adjust our thinking
• Self care and compassion for others. Remind yourself, “I’m doing the best I can”
• Mindfulness and gratitude
• The more you do this, the easier it gets
• We put ourselves through a lot of unnecessary misery projecting into the future
• r ruminating about the past. Take life one day at a time

Clear your Head

• These are worrying and

uncertain times

• Coronavirus has changed

daily life for everyone in Scotland and impacts on how we’re feeling

• It's ok to not feel yourself

right now

• Here are great tips to help

get you through it - 5 steps to wellbeing

• Help and support

https://clearyourhead.scot/

Financial wellbeing and economic recovery

• CIPD 2019 survey 6,000 employees
• 65% of employees say work has a

negative impact on mental health

• 69% feel anxious
• 58% who suffer depression cited their

job as a contributing factor

• 22% feel exhausted
• 21% feel under excessive pressure
• 11% feel miserable
• 32% workload is too much in a normal

week

• 24% find it hard to relax in their

personal time

• An additional 1,001 employees

surveyed in relation to Covid-19

• 22% of employees are anxious they will

lose their jobs

• 43% said the pandemic has made their

mental health condition worse, with 29% feeling increased anxiety

• Economic crisis unfolds - employers try

to do more with less, people already under pressure, worried about losing jobs or living with less income

• Government has a moral imperative to

protect as many jobs as possible.

• Employers to look at job quality and

employee wellbeing. How do we better support furloughed staff? The “F” word

• Happy and healthy people perform

better, take less time off work and are less likely to drop out of the workforce, which helps the road to economic recovery

Stress performance curve

Maintaining motivation without burnout. Thriving under pressure Stress occurs when perceived pressure on an individual exceeds ability to maintain resilience Where are you on the curve? Is stress affecting your mood, sleep, control, awareness and decisions?

Sign gns o

• f st

stress in st staff

Signs of stress in an employee

• take more time off
• arrive for work later
• be more twitchy or nervous
• mood swings
• being withdrawn
• loss of motivation, commitment and confidence
• increased emotional reactions, more tearful, sensitive or aggressive

Signs of stress in teams

• arguments
• higher staff turnover
• more reports of stress
• more sickness absence
• decreased performance
• more complaints and grievances

Psychological safety

• The mental health equivalent of the physically safe workplace
• 40%-45% of reported absence is attributable to psycho-social factors (worry,

anxiety, stress and depression)

• A Psychologically Safe approach means that managers create work environments

which avert harm or danger to the psychological health of staff and volunteers

• At its core, staff believe or feel they are treated in a manner that recognises their

rights and needs

• They’re able to take interpersonal risks:
• Constructively raise challenges to the way of working without fear of

retribution

• Asking for help or guidance is met with a positive response not derision
• Challenging questionable practices is valued not demonised
• Being different is respected not undermined or ridiculed
• Staff who operate in a psychologically safe workplace:
• feel valued and listened to
• Typically choose to ‘go the extra mile’, delivering higher productivity,

enhanced performance and quality of products or services http://well-being-works.co.uk/psychological-safety/10-reasons-psychological-safety- can-benefit-your-organisation/

Mentally Healthy Workplace

Healthy Working Lives Covid Updates, Risk Assessments & Guidance for Employers HSE Management Standards

• 6 Key areas of risk for work-related stress
• Demands, control, support, relationships, role and change (prevention)

Prepare the organisation Step by step workbook

• Secure commitment from leaders (legal/business/moral case)
• Steering groups (include a project champion and day-to-day champion)
• Plan the project
• Communications and policies

Step 1. Identify the risks factors – focus on organisational level issues Step 2. Who can be harmed and how

• Existing sources of information
• Surveys (Individual Stress Risk Assessment Questionnaire)
• Talking toolkit
• Focus Groups
• Other initiatives

Step 3. Evaluate the risks

• Explore problems and develop solutions in an Action Plan
• HSE Indicator Tool for Management Competency and User Manual

Step 4 & 5. Record findings, Monitor and Review

Mentally Healthy Workplace Training for Managers – equips with confidence, skills and knowledge

Quality Improvement post Covid

https://qi.elft.nhs.uk/qi-essentials-shaping-our-future/ https://qi.elft.nhs.uk/wp-content/uploads/2020/06/2020.05.22-Shaping-Our-Future-framework-.pdf

Remote working

CIPD research 1,046 employees (published 16th July)

Employees

• 37% believe working from home on a regular basis

will increase, compared to 18% before the pandemic

• 22% of employees expect to work from home

permanently, compared to 9% before the pandemic

• 28% believe working remotely increases their

productivity

• 28% (the same) believe it decreases their productivity
• 37% believe no effect on productivity whatsoever

Employers

• 44% are introducing measures to support employees
• 66% are planning to change their remote working

policies

• 46% intend to introduce line management training to

better manage virtual teams

• 33% intend to introduce new forms of remote working
• 70% looking to introduce remote working on a regular

basis

• 45% will introduce permanent flexible working

arrangements

• 40% will introduce part-time hours, 39% flexi-time,

25% compressed hours,16% term-time working hours.

Peter Cheese, Chief Executive at the CIPD

• “The pandemic is going to have a long-lasting effect on how we work, with a step-change in the proportion of people who work from home on a much more regular basis. This will

disrupt some existing patterns of economic activity, for example spending by employees in town and city centres is likely to drop substantially over the long-term and we will see a further shift to online retail.

• The advantages for employers and staff are considerable. Organisations can hire people from a much wider geographic area with reduced time and money spent on commuting,

taking pressure off our transport infrastructure and boost spending in local communities

• Greater use of remote working will make work more accessible and sustainable for all, particularly for people with caring responsibilities and those with mobility or health concerns.

This shift will support and encourage employers to recruit and retain a more diverse workforce which is good for the economy and society at large. For many people, more flexible- working opportunities and choice over when and where they work can give a better work-life balance and support for overall mental and physical wellbeing.

• However, many employers need to improve how they manage and support people who work from home more regularly and, crucially, also need to increase the range and uptake of
• ther forms of flexible working so those people who are not able to work from home can work flexibly wherever possible in different ways. To support this wider shift to more flexible

workplaces, we would like to see the right to request flexible working become a day-one right” https://employeebenefits.co.uk/employees-remotely-working/

Pros & cons of remote working

Drawbacks of remote working

• The dangers of isolation are clear
• 25% say productivity has fallen (pandemic conditions)
• 47% lack of communication is an issue
• 45% believe creativity to share ideas/feedback has been

impacted

• 50% of respondents feel isolated from their organisations
• 70% of UK employees miss informal office-based conversations
• Long term – MSK disorders (make-shift desks)
• Positive collaboration, recognition and increased communication

are crucial if businesses are to protect staff wellbeing and company productivity

Benefits of remote working

• 2020 has been an experiment in mass remote working, with

companies and employees realising it is possible to operate without a central office and the flexibility this brings is a huge positive.

• 79% enjoy the lack of commuting
• 66% enjoy greater flexibility
• 53% appreciate more family time
• 69% have benefited from regular calls and video meetings
• 62% have increased positive feedback since working outside of

the office

• 69% of employees feel their employer supports them working

from home

• 83% say their organisation has attempted to support them

while working remotely

• 73% of managers said they spend the same, or less time

managing their teams.

• (Unipos survey July 2020)

https://employeebenefits.co.uk/employees-supported-working- remotely/

Work Life Shift

• Technology giant Fujitsu has introduced a permanent remote working initiative for 80,000 Japan-based employees, effective immediately
• The Work Life Shift benefit allows employees to adjust their working pattern to create a work-life balance that suits their individual needs
• Marks the end of the conventional notion of commuting to and from fixed offices, granting a higher degree of autonomy based on the principle
• f mutual trust
• Regular communication with employees using Workplace Innovation Zinrai for 365 Dashboard, improvements in productivity and quality,

pinpoints any problems with the new way of working.

• Financial support to set up remote working environments
• Wellbeing checks for physical and mental wellbeing with enhanced support through additional communication tools and devices by end of 2020
• Any employee returning to office-based working will use the new hot-desking system
• Work Life Shift is not only a concept of ‘work’, but represents a comprehensive initiative to realise employee wellbeing by shifting pre-existing

notions of life and work through digital innovation

• Digital transformation of working culture and spaces using digital technologies to maximise efficiency and creativity creating workplace reform

https://employeebenefits.co.uk/fujitsu-remote-working-80000-employees/

#slack to become a more distributed business

• Permanent flexible working policy for the majority of 1,664 employees to become

a much more distributed business

• Not reopening offices until September 2020, when employees will have the option

to work flexibly, permanently (if the role permits)

• Slack are also looking at recruiting employees who solely work remotely
• Providing financial security for employees to December 2020, prioritising

employees’ health and well-being, providing as much clarity as possible on plans for the future

• https://employeebenefits.co.uk/slack-remote-working-policy/ (15th June)

In-house mental health support

• Clearvision UK software company with 55 employees, recognises that keeping in touch with employees while working from home is important to

their mental health

• Transferred its mental wellbeing support to a virtual offering during the pandemic
• Support employees regularly over video meetings while working from home
• Informal employee peer support group ‘Hearts and Minds’ with 3 trained mental health first aiders to recognise when people are not having a

good day

• Remind people every day about the support network
• Mental health first aiders are available for employees to contact while working from home, can signpost employees for further help if needed
• Hearts and Minds is run by employee wellbeing champions, does a weekly catch-up with anyone that wants to join on a Zoom call
• Talk about how they’re feeling, quite surprised about how much people have opened up
• First aiders on the calls every time, starting to pick up the pointers if someone’s not feeling great, contact them afterwards
• Before the lockdown, managers were encouraged to forge close relationships with employees through monthly one-to-ones and every day each

team would hold a stand-up meeting to talk about the previous day’s work. It also hosts a weekly stand-down for employees to talk about non- work news. Host online events such as Friday night drinks and quiz nights.

• How do you feel about working from home? We need to keep people engaged, reduce feelings of feel isolation and know we’ve got someone to

turn to https://employeebenefits.co.uk/clearvision-employees-mental-health-support/

National Rural Mental Health Forum

• Dedicated to ensuring people in rural Scotland lead mentally healthy lives
• 160 organisations across all sectors, with an outreach to 500,000 people in

rural Scotland

• Scottish Government’s Mental Health Strategy (2017 – 2027)
• Suicide Action Plan, Every Life Matters
• A solid evidence base for what works to improve people’s lives
• Creating a programme to influence and inform policy-makers to channel

resources in ways that bring positive change through a network of rural

• rganisations across Scotland
• Next online meeting 23rd July https://www.eventbrite.co.uk/e/national-

rural-mental-health-forum-tickets-110796204430

The “First” Sector responders

• Third Sector collaborative solutions for recovery phase
• Connecting, informing and developing social enterprise
• Better promote what we do
• Social prescribing – partnership with statutory services
• Build on Covid community response – food provision,

befriending, filling gaps with statutory provision

• Identify opportunities
• Digital market
• TSIs e-learning, best practice and support
• Working from home – keeping engaged, reducing isolation
• Work-life Shift – health & wellbeing
• Self-Management
• Funding constraints – strategic approach to collaboration and

innovation

Thanks for listening I’m Helena Call me if you need help 07825 508945 helena@bridgegap.co.uk