Lou Campbell, counsellor and programmes director of Wellbeing Partners, explains this point further: ‘The emphasis is proactive wellness, processing difficulties before they become a crisis and normalising this as part of the workplace culture. This emphasis helps people engage earlier and helps remove the perceived stigma amongst some men about accessing mental health support.’ It is encouraging that men are finally opening up to the idea of looking after their mental health. As we move towards December, let’s not lose sight of this fact and instead capitalise on the great steps forward men are making with their health.

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“Ignorance of the wider issues affecting staff engagement is often at the root of quiet firing and there is a clear answer to this – communication, communication, communication! If a manager is not happy with the effort or output from an employee, they need to address the issue head on to identify the underlying causes.”

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"To suggest that carving out some work life balance for one’s own health and wellbeing is the same as ‘quitting’ is a complete nonsense, and it’s time to stop using this stupid phrase. Let’s show some respect to hard working people.” “The phrase ‘quiet quitting’ is a dystopian phrase that needs to be halted. If people are working their contractual hours, that is ‘working’ not ‘quitting’ and to suggest otherwise is an insult to hard working people who have kept their companies and organisations afloat over these pandemic years."

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In a statement for World Mental Health Day today (10 October), Lou Campbell, employee counsellor, wellbeing coach and programmes director at Wellbeing Partners, claimed HR professionals have been forced to seek alternatives to “overstretched” employee assistance providers. Campbell said many workers were being “palmed off” as a result, and HR teams were being called upon to support “distraught employees”.

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James Milford, head of behavioural sciences at Wellbeing Partners, said that we are “a society already pummeled and suffering”. He added: “The cost of living crisis hits at the fundamentals of our lives, the things that make us feel safe like food, warmth and shelter – things that seemed settled for many until recent months. The crisis – and its endless coverage in the media – is creating a huge amount of uncertainty as no one really knows how long this is going to go on for or just how much it will impact us financially." This is having a massive impact on people’s mental health. We have not evolved to handle ongoing uncertainty very well, and as such stress, depression and anxiety are rising. “This comes on the back of two-plus years of pandemic and global uncertainty that has already seen a massive rise in mental health issues

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‘It is a fact that most employers are picking up the burden of mental health care in the UK for their employees, and providing them with high-quality mental health support. But where is the outrage that everyone else is being left to fend for themselves without a functioning mental health service on the NHS?’ ‘Chronic underfunding by the government over the past decade, plus a complete absence of furore that roughly 12% of the British population needs mental health support but cannot even get onto the NHS waiting list for it is absolutely staggering. Why is there no coverage in the media of this disparity, this two-tiered mental health system in our society? How is the government getting away with this?’

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Employers that cultivate psychologically safety and encourage staff to express their views and vulnerabilities can show care for existing employees whilst also making themselves more appealing in the fight for skills and talent. However, many organisations find themselves struggling to stay on the right side of the boundaries when it comes to conversations around employees’ mental health, with few getting it right.

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‘While HR has a duty of care to support employees suffering with their mental health, they often neglect to look after themselves. For people in supporting roles, it’s useful to know the appropriate boundaries when discussing mental health issues with colleagues to avoid becoming enmeshed or overly involved. Appropriate boundaries ensure that the conversation stays psychologically safe for the employee and avoids compassion fatigue for HR.’

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Psychological safety is increasingly being spoken about in the context of work, particularly the need to enable a space where diversity of thought and open conversations are encouraged. This is key to an inclusive workplace environment, where the mental health and wellbeing of employees is more likely to be nurtured and valued. Employers that create a psychologically safe space for staff to express their views and vulnerabilities not only show care for existing employees, but improve their culture and competitive edge in the fight for skills and talent. However, many organisations find themselves walking a tightrope between psychological safety and mental health, with few getting it right.

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Unquestionably, mental health is the cause célèbre, but this does not always incorporate the psychological safety of employees. Leaders are either wary of conversations around mental health or those that do broach the topic rarely set clear boundaries and can become enmeshed in mental health issues. This can lead to giving un qualified advice, engaging in rescuing or fixing behaviours, or even self-disclosing their own mental health issues and this can quickly descend into a psychologically unsafe situation for all parties.

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