Tag Archive for: Mental Health

Men’s Health Awareness

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I imagine many of you reading this article can’t quite believe it’s December already. I had a similar experience earlier this month, when Number One Son walked in displaying a moustache that Tom Selleck would have been proud of (early 80’s reference for fans of Magnum PI!). 

The reason for my surprise was not the arrival of facial hair on said-son’s face – it has been there for some time, all be it in a less-coiffured state. It was more that I had not realised it was ‘Movember-time’. Normally the arrival of this men’s health campaign is accompanied by a procession of a myriad of facial manifestations.  Whether it’s loved ones, friends, work colleagues or the milkman – moustache-marvels are usually evident everywhere!

So as I prepared to write this article on men’s health, it got me wondering – had I missed the campaign or could it be that men’s health is no longer an issue of interest?  Certainly, the evidence on men’s health is more compelling than ever and the statistics make for a sobering read.  A recent report by the Movember Institute of Men’s Health reported that a boy born in 2021 can expect to live 4 years less than a girl; 39% of UK men die prematurely before they are 75 years old; and suicide remains the leading cause of death among men aged 20-34 years, with the suicide rate was three times higher for men than for women. So the evidence suggest men’s health is most definitely still a matter for concern.

Support for men’s health

To reassure you, the ‘Movember’ campaign is as alive as ever and continues its work on raising awareness of men’s health as evidenced, not only by its annual Movember campaign, but also by its recent report mentioned above.  Other organisations focussing on men’s health include: MANUP?, Men’s Health Forum and Andy’s Man Club.  The increasing importance the work of such organisations was evidenced this year when the founder of Andy’s Man Club, Luke Ambler, was awarded the University of Bradford’s Outstanding Contribution Award recognising his work in raising awareness and support for men’s mental health.

What can employers do?

Given many of us spend a large proportion of our time working, it is logical that we look to our workplaces to continue that focus on men’s health.  Not only from a moral point of view, but it surely makes good business sense to promote the wellbeing of all sectors of the workforce.  Here are some ways you can provide that support men’s health:

  • Increase Awareness: If part of the issue is that men simply aren’t aware of possible health risks, run campaigns that seek to educate about men’s health issues, including the importance of early detection and mental health support.
  • Encourage Open Conversations: Create a safe space, such as a men’s forum, that encourages open discussions about health and well-being and support.
  • Support public initiatives: publicise and support campaigns such as Movember, Men’s Health week (annually in June), and Men’s Health Awareness month (annually in November) and encourage employees to participate.
  • Mental Health Support: signpost employees to any confidential counselling services, helplines, and resources for employees struggling with mental health concerns, whether that’s through a company funded Employee Assistance Programme or via external organisations.
  • Maintain a focus on health and wellbeing: Promote regular health check-ups, encourage employees to stay physically active and achieve a healthy work-life balance.
  • Men’s Health Champion: consider having a men’s health champion that employees can talk to and who can signpost them to support.
  • Lead by Example: Encourage senior management to set an example by taking care of their own health and well-being, demonstrating that it’s not a sign of weakness to seek support when needed.

Conclusion

Men’s health remains an important issue and continues to be highlighted and supported by many campaigns and charities.  Rather like the previously taboo subject of menopause, which is now a more accepted topic both outside and within the workplace, it seems that men’s health is also becoming a more normalised subject of conversation. Whilst Number One Son was very happy to see the end of ‘Movember’ – the attraction of being mostly clean-shaven had most definitely waned by the end of week one – for workplaces and society alike, the focus on prioritising men’s health must continue.  Integrating year-round initiatives with key campaigns such as ‘Movember’ can be a solution.  Ensuring those initiatives have real meaning and senior-level sponsorship will be key to delivering a genuine commitment to improving men’s health at work and ultimately in wider society.

If you would like our support on developing key initiatives on men’s health or more general staff wellbeing concerns, please contact Sue Meehan Boyes in our team on 07384 468797.

Navigating the Christmas party season: guidance for employers

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Whilst the holiday season provides the opportunity to bring teams together to celebrate the festive period and achievements over the last 12 months, on occasion it can also lead to some management challenges.

This article explores some example scenarios, and outlines steps for how as managers you can resolve these.

“Tis the season to be jolly…”. During the run up to Christmas, there can be many team lunches, organisation parties and networking events which your team members may wish to attend. These can be useful opportunities for colleagues to spend time together informally and are a great way to boost employee morale and show employees they are valued. Where you have hybrid arrangements, it’s also a nice way to bring people together face-to-face.

However, where alcohol is involved, there may be occasions where a manager has concerns about an individual’s behaviour, or feels they may still be under the influence when they are back at work. In these situations, managers may wish to:

  • Consider whether there are any health and safety concerns, as keeping everyone safe should be the priority. For example, if they have a role involving and hazards or machinery, they should be removed from this area immediately.
  • Think about what is the best approach for the individual – this could be sending the individual home to rest, or asking them to stay at work where colleagues could keep an eye on them until it may be safe for them to go home.
  • Consider any impact on the organisation – i.e. should they be kept away from customers and away from clients.
  • When the individual has returned to work, take any appropriate further action in line with any relevant policies. Depending on the situation, this could range from an informal catch-up highlighting the concerns to an investigation as part of a disciplinary process.

Another potential scenario could be when a Christmas party incident subsequently causes issues in the workplace and impacts on working relationships. Ways managers could resolve these are:

  • By reminding individuals that they are in the workplace, and any personal issues should be kept aside.
  • See if there are opportunities to keep individuals apart and separate to allow time to ‘cool off’.
  • Refer to any relevant formal procedures – depending on the scenario, the disciplinary procedure may need to be invoked or mediation considered.

In both the above scenarios, it’s useful for managers to keep notes and records, in case any further issues arise.

Ideally, it is better to avoid scenarios like these occurring in the first place.  If you are particularly concerned about the potential for tricky situations, you might want to consider issuing a reminder to employees of behaviour expectations at these types of events and signpost them to relevant policies, such as your Code of Conduct or Alcohol and Drugs policies.

For further advice on supporting your team during the Christmas period, contact Rachel Walker in our team on 07392090890.  

World Mental Health Day 2024: Prioritising mental health in the workplace

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As burnout rates continue to rise across industries, it has never been more important for organisations to take proactive steps to create healthier and more supportive working environments.

In recognition of this month’s World Mental Health Day and its theme “It is Time to Prioritise Mental Health in the Workplace”, we consider the impact of burnout on employees as well as organisations, the critical importance of placing mental health at the heart of organisational priorities, and outline the key strategies employers can adopt to mitigate and prevent it.

The impact of burnout

Burnout is not just an individual issue – it’s a widespread organisational crisis. Employees who experience burnout often face stress, anxiety, depression and exhaustion. This, in turn, leads to increased absenteeism, presenteeism, disengagement, and higher staff turnover. According to the Chartered Institute of Personnel and Development (CIPD) Health and Wellbeing at Work Survey 2023, mental health issues, including burnout, are one of the leading causes of long-term sickness absence. The average rate of employee absence per year has risen to 7.8 days per year, the highest in over a decade. If left unchecked, burnout not only harms employees’ mental health, but also affects the organisation’s overall efficiency.

Bridging the gap: From impact to solutions

Addressing burnout requires a multi-faceted approach that balances immediate support with long-term cultural change. Organisations that fail to act risk further exacerbating the consequences, while those that take proactive steps can create a healthier, more resilient workforce.  Outlined below are some key strategies for organisations to implement in order to assist with eliminating burnout.

Organisational strategies to eliminate burnout

  1. Set realistic expectations: Unmanageable workloads are a primary driver of burnout. Managers should set clear, achievable goals, redistribute tasks when necessary, and conduct regular reviews of workloads to prevent employees from feeling overwhelmed. Realistic expectations contribute to a healthier and more productive environment.
  2. Foster a supportive culture: Open conversations about mental health are crucial for reducing burnout. Employees should feel safe discussing their stress levels without fear of stigma. Training managers to recognise signs of burnout and providing support while fostering a culture of open dialogue around mental health can significantly reduce risk.
  3. Promote work-life balance: A balanced workload is essential for mental wellbeing. Offering flexible working hours, encouraging regular breaks, and ensuring employees take their vacation time are critical measures to prevent burnout.
  4. Provide mental health resources: Offering access to Employee Assistance Programmes (EAPs), counselling services, and mental health days gives employees vital tools to manage stress before it escalates into burnout. Implementing wellness initiatives and hosting mental health workshops also help to build awareness and resilience.
  5. Encourage autonomy and recognition: Empowering employees with control over their tasks and schedules helps reduce stress and improves job satisfaction. Recognising employee contributions boosts morale and combats emotional exhaustion, helping to prevent burnout from taking root.

Prioritising mental health in the workplace is not just a one-day initiative; it’s a long-term commitment that organisations must embrace all year-round. By taking meaningful steps to address burnout and foster a culture of mental wellbeing, organisations can ensure a more engaged, resilient, and productive workforce.

For specialist advice on employee wellbeing initiatives and mental health support in the workplace, contact Megan Britz in our team on at 07468 698957.

Baby Loss Awareness Week: what can employers do to support?

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In recognition of Baby Loss Awareness Week next month (9-15 October), we look at the statutory obligations and how workplaces can support staff affected by baby and pregnancy loss.

The inaugural baby loss awareness day was on October 15 2002 and was initiated by a group of parents. The annual campaign is now organized by the Baby Loss Awareness Alliance, which has a working party formed of six charities. These are:

  • Sands – saving babies lives. Supporting bereaved families
  • Bliss – for babies born premature or sick
  • The Ectopic Pregnancy Trust
  • The lullaby trust – safer sleep for babies, support for families
  • The Miscarriage Association; and
  • Tommy’s

Baby Loss Awareness Week is described by them as an opportunity:

  • To support bereaved parents and families and to unite with others across the world to commemorate their babies’ lives and lost pregnancies
  • To raise awareness about pregnancy and baby loss
  • To drive improvements in care and support for anyone affected and in the prevention of pregnancy and baby loss

How can you support this campaign?

Organisations can show their support for Baby Loss Awareness week in a number of ways. There are template posters and social media banners on the website, workplaces can hold an event or order pink and blue pins that staff can opt to wear. John Lewis is a big supporter of the campaign and in 2023 it lit up it’s flagship store in London in shades of pink and blue to mark the start of Baby Loss Awareness Week.

Support for your workforce

If you are reading this article and interested in supporting Baby Loss Awareness Week, then chances are you might also be wondering what support you are required to have in place and what opportunities there might be to enhance that.

Pregnancy and baby loss can occur in the form of miscarriage or stillbirth. A stillbirth happens when a baby is not born alive after 24 or more weeks of pregnancy, occurring in about 1 in every 200 births in England. If a baby dies before 24 weeks, this is considered a miscarriage of late foetal loss.

These distinctions are important when it comes to the statutory entitlements available to employees. When a baby is stillborn after 24 weeks or born alive at any stage but does not survive (referred to as neonatal death), all legal rights related to childbirth apply. This includes entitlement to maternity leave.

  • Maternity leave begins the day after the birth if it hasn’t started already.
  • Employees can return to work before the end of maternity leave by giving eight weeks’ notice. An employer may accept a shorter notice period, but employees cannot return during the first two weeks after the birth due to compulsory maternity leave regulations.
  • Both parents may also be eligible for statutory parental bereavement leave and pay in cases of stillbirth or neonatal death, in addition to maternity and paternity leave.

If a miscarriage occurs within the first 24 weeks of pregnancy, it is not legally classified as childbirth. As a result, parents are not entitled to statutory maternity, paternity, or parental bereavement leave. However, any necessary leave can be treated as pregnancy-related sickness under standard sickness policies.

Opportunities to offer additional support

In recognition of the challenge any form of baby loss can have on affected staff, some employers choose to offer additional support to any statutory entitlements. This can include a period of paid leave and support in cases of pregnancy loss at any stage. Some employers have taken a more proactive approach and developed specific policies covering miscarriage, stillbirth, neonatal death, unsuccessful fertility treatments, and abortion.

These polices can cover things like what an employee should do if they suffer a miscarriage whilst at work, signpost employees to internal support systems such as an Employee Assistance Programme (EAP) or a pregnancy or baby loss champion, if there is one, to explain entitlements to leave and pay. Recognising that baby loss can be a very individual experience, some employers choose to involve their staff in the development of any such policies, to ensure the support offered is relevant and meaningful for all staff. Taking this approach can really help to demonstrate an organisation’s commitment to supporting employees and provide a clear framework and reference point to help everyone during what is likely to be a very distressing time for the individuals affected.

Baby Loss Awareness week is an opportunity to actively showcase your support with communication campaigns and events. As with many sensitive topics, creating the space for discussion is often the starting point and can facilitate opportunities for further engagement. But most of all, a genuinely compassionate, supportive and thoughtful approach is likely to be hugely appreciated and give individuals one less thing to worry about as they recover from their loss.

If you would like any support or advice on this topic, please contact Sarah Martin in our team on 07799 136 091.

Happiness at work: a key ingredient for productivity, creativity, and overall organisational success

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In the month when we celebrated International Happiness at Work (23 – 27 September), we consider the rationale behind prioritising ’employee happiness’ and suggest actions employers can take to bring it to life in their workplaces.

Why is happiness at work important?

Research has shown that employees who are happy and feel a sense of wellbeing at work tend to be more productive, take fewer sick days, and contribute to a more positive and collaborative work environment. One such piece of research by Oxford University Saïd Business School found a conclusive link between happiness and productivity. In their research of call centre staff, they found that happy employees not only worked faster, making more calls per hour, but also achieved 13% higher sales than their unhappy colleagues. The CIPD and the Harvard Business Review agree and also point to the link between staff happiness and retention and engagement.

The call to action

Acknowledging the importance of happiness at work on its own is not enough. Employers need to take actionable steps to create a more positive and fulfilling working environment. Here are some ways your organisation can make happiness a priority:

  1. Organise Wellbeing Workshops: Host sessions focused on mindfulness, stress management, and work-life balance. Providing employees with tools and techniques to manage their wellbeing can make a significant difference in their daily work experience.
  2. Encourage Open Communication: Create an open forum where employees can share their thoughts and suggestions on how to improve their working environment. You might use online engagement tools, suggestions boxes or just talk to your staff. Whichever mechanisms you choose, listening to and importantly, acting on employee feedback can enhance their sense of belonging and satisfaction.
  3. Recognise and Celebrate Achievements: Recognise and celebrate the achievements of your team members. You might use formal awards, shout-outs, or simple in-person acknowledgments – celebrating success fosters a positive and motivated atmosphere.
  4. Promote Work-Life Balance: As remote and hybrid work models become more prevalent, it’s easier than ever for the lines between work and home life to become blurred. Promote flexible working arrangements or opportunities for additional time off. Encourage positive working practices at all levels to set boundaries, enabling staff to switch off after work hours. Supporting employees in achieving a better work-life balance can reduce burnout and increase overall happiness.
  5. Foster Team Building: Team relationships play a crucial role in creating a happy, productive workforce. Whatever team-building activities you plan, make sure they are both enjoyable and inclusive. Building strong relationships can create a more collaborative, innovative and supportive team. Strong team bonds can also lead to lower employee turnover.
  6. Offer Wellness Initiatives: Consider introducing wellness programmes such as fitness challenges, healthy eating options, or mental health resources. Investing in employee wellbeing demonstrates a commitment to happiness and health.

While International Week of Happiness at Work shines a spotlight on employee wellbeing, creating a culture of happiness and support should be an ongoing effort. Use it as an opportunity to reassess your organisation’s approach to employee happiness and consider if there are ways you can enhance that offering, to embed a culture of joy and wellbeing into the fabric of your organisation. By focusing on wellbeing initiatives, open communication, work-life balance, team building and recognition, you can create a culture where employees feel happy, valued, and motivated to succeed, for themselves and for your organisation.

For specialist advice on how you can create and sustain a positive workplace culture, contact Megan Britz in our team on 07468 698957.

Enhancing employee wellbeing: Practical steps for employers

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Every July, Samaritans run an awareness campaign. This year’s event was held on 24 July, so it is an important month for thinking about mental health. The Samaritans Foundation, established in the UK in 1953,  currently respond to a call for help every ten seconds.

Mental health issues have a significant impact on both individuals and organisations. According to a 2024 Parliamentary briefing, one in six adults in the UK experiences a ‘common mental disorder’ like depression or anxiety each week. We know from discussions with our clients the importance they place on supporting staff wellbeing. There is an increasing understanding of the importance of mental and physical health and the impact that all life’s challenges can have on employees’ overall wellbeing.

Our clients tell us that ensuring their staff feel valued, supported, and healthy is not just the ‘right thing’ to do, but also crucial for organisational performance and growth. However, many find it challenging to identify and implement practical and effective measures to support mental health in the workplace.

Building a supportive culture

Creating a genuinely supportive work environment is the cornerstone for employee wellbeing. Employers can build a supportive culture by encouraging open communication, recognising and appreciating employees, and actively working to create an inclusive environment. Regular check-ins and surveys can help gauge employee satisfaction and identify areas for improvement.

Formal recognition schemes are a great way to celebrate staff efforts, not forgetting the power of more informal ‘shout outs’ in team meetings or group chats for a “job well done”. Fostering an inclusive environment where diversity is celebrated will lead to all employees feeling valued and respected.

Promote work-life balance

Work-life balance is crucial for maintaining employee wellbeing. This can be challenging for employers, but open and constructive conversations with employees can lead to positive results for all parties. Employers can promote work-life balance by offering flexible working hours and remote working options, while still ensuring business objectives can be delivered. These can help employees reduce stress and improve job satisfaction. Additionally, they boost productivity and improve retention. Employers should encourage employees to disconnect from work during their time off, with managers leading by example by setting clear boundaries around working time and annual leave.

Mental health support

Employers can support mental health by offering access to confidential counselling and services through Employee Assistance Programmes, a cost-effective option providing immediate access to support. Mental health training for designated staff helps to identify mental health issues and signpost support. If possible, allowing employees to take days off specifically for mental health can reduce problems, and improve employees’ confidence that the organisation genuinely supports their mental health.

Physical health initiatives

Employers can offer a range of initiatives to support physical health, including subsidised gym memberships and wellness challenges. A healthy work environment, with ergonomic furniture, healthy snacks, and promoting regular breaks will have the additional benefit of helping to reduce many common causes of sickness absence, and some employers enhance this by offering on-site flu vaccinations or regular health check-ups.

Professional development and financial wellbeing

These are not areas that might typically be the first things you might consider when looking at supporting wellbeing, but providing opportunities for growth and development can enhance job satisfaction and a sense of belonging. Possible initiatives include training and development programmes, structured career pathways, and mentoring schemes.

Support for financial wellbeing can include regular benchmarked compensation reviews. Offering workshops or resources on financial planning, budgeting, and retirement planning could also be beneficial., and if your organisation’s resources allow, providing comprehensive benefits packages that include health insurance, retirement plans, and other perks.

By implementing these practical steps, employers can significantly enhance the wellbeing of their employees. A happy and healthy workforce is not just beneficial for employees but is also essential for business performance and growth, with benefits across the whole employee lifecycle – better recruitment outcomes, higher productivity, reduced absence rates, and increased retention rates. And who doesn’t want to work in a happier environment?

For specialist support on this topic or to discuss any other HR matter, please contact Andrew Miles in our team on 07468 698 975.

Mental Health Awareness Week – how to prioritise mental health at work for employees

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Mental Health Awareness Week, which runs from 13-19 May, is an ideal time to think about mental health, tackle stigma, and find out how we can create a workplace that prevents mental health problems from developing and protects our employees’ mental well-being.

As businesses increasingly recognise the impact of mental health on productivity, engagement, and overall organisational success, HR professionals play a pivotal role in fostering a supportive and inclusive work environment. In this article, we consider the significance of Mental Health Awareness Week from an HR perspective and explore strategies to promote mental well-being in the workplace.

Understanding the Impact

Stress, anxiety, depression, and burnout are common challenges that employees may face, often exacerbated by work-related pressures, organisational culture, and personal circumstances. Recognising these challenges is the first step toward creating a workplace culture that prioritises mental health.

The CIPD’s Health & Wellbeing Survey 2022, showed the most common causes of stress at work. The top 4 factors were:

  • Workloads/volume of work
  • Non work factors – relationships/family
  • Management style
  • Non-work factors – personal illness/health issue

It states that half of organisations (51%) take a strategic approach to employee wellbeing, while 36% are ‘much more reactive than proactive’. As in previous years, mental health is the most common focus of wellbeing activity. Access to counselling services and employee assistance programmes remain the most common wellbeing benefits provided. Financial wellbeing remains the most neglected area.

HR’s Role in Fostering a Supportive Culture

HR professionals are instrumental in driving initiatives that promote mental wellbeing within the workplace. They serve as advocates for employees, ensuring that policies and practices are in place to support their mental health needs. Here are some key ways HR can contribute:

  • Policy Development: HR should collaborate with leadership to develop comprehensive mental health policies that address issues such as flexible work arrangements, carers’ leave, and access to resources like counselling services. HR can also support in ensuring that relevant policies are up to date with the latest UK Employment Legislation.
  • Training and Education: Organising workshops and training sessions to raise awareness about mental health and equip managers with the skills to support struggling employees effectively. Mental health Champions are an effective way to promote and encourage support at work. The charity Mind have created a Mental Health Champions Toolkit to support organisations to develop such a scheme.
  • Employee Assistance Programmes (EAPs): Implementing and promoting EAPs that provide confidential counselling and support services to employees facing mental health challenges.
  • Promoting Work-Life Balance: Encouraging a healthy work-life balance by emphasising the importance of taking breaks, utilising holidays and avoiding overwork.
  • Creating a Supportive Environment: Cultivating a culture of openness and support where employees feel comfortable discussing mental health issues without fear of judgment or repercussions.

Initiatives to Promote Mental Health Awareness Week

The week itself is an opportunity for some specific initiatives to demonstrate your organisation’s commitment to supporting mental health. Here are some ideas:

  • Virtual Workshops and Webinars: Organise virtual workshops and webinars focused on topics such as stress management, resilience-building, and self-care strategies.
  • Guest Speakers and Panel Discussions: Invite mental health professionals, advocates, or individuals with lived experiences to share their insights and stories, fostering empathy and understanding among employees.
  • Wellness Challenges: Launch wellness challenges focused on physical activity, mindfulness, or nutrition to promote holistic wellbeing.
  • Peer Support Networks: Facilitate the formation of peer support groups or buddy systems where employees can connect, share experiences, and provide mutual support.
  • Communication Campaigns: Launch internal communication campaigns using emails, newsletters, and social media to share resources, tips, and personal stories related to mental health.

Measuring Impact and Continuous Improvement:

It is also important to evaluate the effectiveness of mental health initiatives and gather feedback from employees. Regular surveys, focus groups, and one-on-one discussions can provide valuable insights into what’s working well and where improvements are needed. This feedback loop enables HR to refine future offerings or benefits and develop new initiatives, tailored to the evolving needs of employees.

For specialist HR support with any of these issues, please contact Helen Couchman in our team on 07799 901 669.

Suicide – What Can Employers Do to Ensure Vulnerable Employees Receive Support in a Time of Crisis?

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Suicide is a significant public health concern; it is an emotive and complex subject from both a personal and work place perspective. This article considers what support organisations can put in place to help employees at risk of suicide in times of crisis.

The Business Case for Action

This topic has been prevalent in the media in recent months, most recently following the death of a Head Teacher pending publication of their School’s Ofsted Report. Academics in the British Medical Journal have subsequently recommended that every work-related suicide should be investigated by the Health and Safety Executive. On 12 June 2023, Ofsted announced that school inspections are to change in England as a consequence of this case, after the Head Teacher’s Union claimed that the system was fundamentally flawed.

Statistics for work related suicides are not reported on, however suicide rates have returned to pre-pandemic levels, following a decrease in 2020. Additionally as we reported last month, the HSE has seen an increase in work-related ill health cases 2021-2022, with one of the primary causes of ill health being work-related stress. Against a backdrop of financial worries and job insecurity, these figures suggest there is a very real context for employers to be concerned.

How Can Employers Support?

It is important to note that suicide is not inevitable. Most people suffering with suicidal thoughts are ambivalent about dying but may be unable to imagine other potential solutions. With the right support, people can find their way through a suicidal crisis and recover. Suicidal feelings are necessarily related to the presence of a mental illness. These feelings are far more common that one may think and usually occur as a result of a multi-factorial process.

So what can managers do in practical terms?

Stay Connected

It is critical that managers connect regularly with their teams, and use those opportunities to ask each individual how they’re feeling. This is especially important if they can see changes in the person’s behaviour, such as them becoming quieter and more withdrawn, defensive, tearful, forgetful or error prone. Being attuned to possible risk factors for employees – stressful life events, such as a bereavement, a relationship break-up or divorce, getting into debt or being made redundant, can all put people at risk.

Those who feel lonely and isolated are also at heightened risk because they often lack the friendship, family and other support networks needed to open up about their feelings and get reassurance that even though they feel like this now, it won’t always be the case. However, managers need to recognise that many people feeling like this, will hide their feelings.

Create opportunities for the team to reconnect with each other. Many of the opportunities people used to have to connect with each other through work – in the coffee area, at lunch or while passing people in the corridor – have gone. Think about how to re-engineer those social interactions for people to chat and socialise with each other, the way they might have done during a coffee break or at lunchtime in the physical workplace. You could also consider arranging an informal gathering, even if people are no longer based in the office full time.

Engage

As an employer, managers have a duty of care to understand if anyone who seems particularly low in mood or overwhelmed is at risk, as such if a manager is concerned about an individual it’s okay to sensitively ask: “Are you feeling suicidal or have you had feelings of hurting yourself?” Far from putting the idea to do this into someone’s head, asking this question is essential to understanding if the person is at risk, because if they say yes, the manager can then take steps to direct them towards support. The Charity Mind advises that ‘asking direct questions can encourage employees to be honest about how they are feeling. Many people feel relieved and less isolated when they are asked’.

Signposting Support

Company wellbeing policies that tackle all areas of an employee’s health can provide essential information and guidance for both managers and employees. As well as signposting to external resources, they can provide much-needed clarity by outline what internal support is available and what processes are in place for individuals to access that support.

Internal support could include access to counsellors and therapy services delivered through a company’s employee assistance programme (EAP). External support might involve signposting to charity helplines or to the individual’s GP. Managers could offer to contact support services on behalf of the employee, as often it’s easier for someone to accept help than to proactively seek this.

Mind recommend putting a Support Plan in place for at risk employees. This is a document that sets out how someone would like to be supported and what they can do to help themselves in in a particular situation. It is also a useful document to keep important information and useful contacts in the same place. If, as an employer, you don’t feel able to support all ideas from the employee, it enables managers to research other resources or support organisations that may be able to help.

Whilst employees may be accessing external services, managers should still continue to check in with them to see if this is actually helping and if there’s anything else they can do to help. Other practical help might include flexing the individual’s hours to help them deal with the underlying issue that led to their depression or suicidal feelings in the first place. For example, by shifting their hours so they can meet their children a few days a week from school after a relationship breakdown. Time off within working hours could also be offered to enable an employee to meet with a counsellor.

Line Manager Training

Given the pivotal role line managers can play in providing the right support to employees, it is essential that they are properly supported themselves to enable them to fulfil this role successfully. The provision of appropriate, relevant training will be critical to this success as well as having access to internal resources and support for further guidance. It will be equally important for managers to understand that their role is in helping employees access the right support, but not to feel that are personally responsible for advising or counselling that individual.

Awareness

Employers should seek to increase awareness of all areas relating to employee health and wellbeing and can use key focus days, such as World Suicide Prevention Day on 10 September 2023 to let employees know that if they are struggling, there is support in place to help them feel better.

Further Support

www.mind.org has a useful article to support someone who is feeling suicidal. They also share useful contacts for employers, friends or family to use in this situation.

If you would like more help with understanding what support you can provide to your employees in this situation, or for any other HR concerns, please contact Helen Couchman in our team on 07799 901 669.

Supporting Employees Through Pregnancy or Baby Loss

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An estimated one in four pregnancies in the UK end in loss, yet this can be a hidden issue in the workplace. How can employers provide compassionate and inclusive support for those affected, throughout all stages of pregnancy and baby loss?

Many employers in the UK are working hard to achieve a workplace culture that is compassionate, inclusive and supportive. Getting this right is proven to positively impact an employee’s mental wellbeing, as well as their performance, commitment and intention to stay with their employer.

Do your policies and practices measure up? 

Navigating the Deeply Emotional and Personal Journey of Pregnancy or Baby Loss

For employees experiencing pregnancy or baby loss, this will be an extremely challenging time. Often employers are not supporting their employees as well as they could – perhaps because it has previously been a hidden subject in the workplace, considered too personal to openly discuss, or that employers and managers fear getting it wrong and treating the matter without the required sensitivity. 

A recent report from CIPD demonstrates that there is a significant gap in workplace support, as evidenced by their latest survey results, leaving almost a quarter of employees considering leaving their job because of their experience in work in relation to pregnancy or baby loss.

How Does Your Organisation Offer Support, and Could You be Doing More?

  • Paid compassionate leave or other special leave? Nearly half of the employees surveyed (46%) said that such leave was/would have been beneficial. However, whilst paid compassionate leave may seem an obvious option for employees who have experienced pregnancy or baby loss, the new research shows that only 25% of employees received paid compassionate leave or other special leave in addition to any statutory entitlement such as sick pay.
  • A formal policy to support employees experiencing pregnancy or baby loss? Only one in three employers have a formal policy, to help employees and employers navigate this.
  • Understanding from your managers? 60% of employees who experienced pregnancy or baby loss felt their managers failed to show understanding. Of those, 70% agreed that understanding and support from their manager(s) would have been beneficial. This may be a training need for your managers, to upskill them and give them greater confidence in handling tricky or sensitive conversations.
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  • An open and supportive climate, where employees can talk about sensitive issues like pregnancy or baby loss? Only a quarter of the senior HR professionals and decision makers surveyed said that their organisation encourages a supportive, open culture to facilitate sensitive topics like these being discussed. Perhaps reflect on whether you could be doing more to build and maintain a supportive environment for your staff.
  • Paid time off to attend appointments? This was identified by employees as one of the top three forms of employer support which would have been most helpful to employees experiencing loss (alongside paid compassionate leave, and understanding from managers).

Pregnancy and baby loss affects people across the UK every day, and the impact is felt not only by the grieving mother, but also by their partner and their family members, including for example the potential grandparents who may be supporting their adult children through associated surgical procedures and the grief process, whilst of course also grieving themselves.

Please contact Jo Bradbury in our team on 07570 372118, if you would like to explore how we can help your organisation ensure an approach which is underpinned by the principles of flexibility, empathy and inclusivity.

International Men’s Day: How Are You Supporting Men’s Health in the Workplace?

Home | Mental Health

19 November is International Men’s day and it takes place during the ever popular ‘Movember’. But amidst critiquing the varying successes of moustache-growing, it’s important to also take time to consider the importance of men’s health.

Why Is Men’s Health Important?

The statistics on men’s health speak for themselves – men account for three-quarters of premature deaths from heart disease, are twice as likely to die from drug or alcohol abuse and three times more likely to die from suicide. 

Men are less likely to access psychological therapy compared to women, with men accounting for only 36% of referrals to NHS talking therapies. Research shows that men are more likely to turn to harmful coping mechanisms, such as using alcohol or drugs to cope. When talking about their mental health, one in three men attributed this to their work, according to research carried out by Mind in 2017. 

Whilst the focus on wellbeing and in particular mental health has increased within society and many organisations, why is it that men often face health challenges alone? This can in part be explained by the traditional expectations of what masculinity is – being strong and keeping it together and perhaps a dogged determination to ‘man up’ rather than face health issues. 

It could also be due to a lack of resources and support targeted specifically at men. If we think about men’s engagement with health services, in a man’s life time there are few touch points that offer men the opportunity to look at and discuss their own physical and mental health. So they may not be able to spot any concerns in the first place and when they do, they may not know how to seek help. 

What Can Businesses Do to Help?

As with any health issues, raising awareness is fundamental in facilitating change. Research by the charity Samaritans, found that both language and content of any awareness initiatives needs to be specific for men to actively engage. Running campaigns to highlight men’s health concerns – heart disease, prostate and testicular cancers as well as mental health issues such as depression and suicide. 

Train your line managers to hold wellbeing conversations. Research carried out by CIPD has found out that only 29% of managers feel confident in being able to spot signs of mental ill health. Likewise when discussing taboo subjects on men’s health, it can be hard for both manager and employee to feel comfortable to open up. 

With one in eight men experiencing some poor mental health at any time, it’s important that managers are able to consider the possible life experiences that may be affecting men at work – becoming a father, bereavement, relationship breakdowns. Managers need to have the skills to open up that conversation, not rush to provide a solution but ask the right questions and most important of all, provide space and time to listen to the individual.

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Create safe spaces to have vulnerable conversations and permission to open up without being perceived as a weakness. Those safe spaces are across the whole organisation not just with line managers, so this is about ensuring that all employees have an appreciation of likely health issues and can play their part in spotting the signs and supporting colleagues.

Signposting to resources and support. Many organisations may have an employee assistance programme which can offer targeted support for men’s health. Likewise there are external organisations that can help. Sometimes this just isn’t obvious for men who may be having physical or mental concerns. So organisations need to clearly signpost and direct men to those services that can help.

We have come a long way in regards to focusing on health and wellbeing at work for all employees, but on this International Men’s day we should take the time to drive that conversation forward. By talking about the issues and trends in men’s physical and mental health, we can encourage more men to be open about their feelings and access support.

For specialist HR support with any of these issues, or for how you can support International Men’s Day, please contact Sue Meehan Boyes in our team on 07384 468797.