Wellbeing Partners In The Media
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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.’
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.
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.
James Milford, head of behavioural sciences at Wellbeing Partners, who carried out the research, said: “A significant number of employees, more than a third, report feeling disengaged, exhausted, unfocused, low in motivation, and many are also anxious about social interaction. It’s something that employers simply cannot ignore as recruitment and retention becomes more challenging. “Businesses need to prioritise and put in place structures that cultivate better work-life balance for employees as a first step for re-engagement, and then encourage staff to take actions that enhance focus, improve mood, build confidence and create a more positive mindset around their work.”
Lou Campbell, co-founder and director of employee mental health company Wellbeing Partners, said the new proposals will have little practical effect. Speaking to HR magazine, he said: "This new Mental Health Bill, providing a paltry £150 million for ambulances and crisis care will do absolutely nothing to relieve the growing mental health crisis in the UK, and will make no difference whatsoever to how business approach to mental health in the workplace. “For many years now, an unspoken two tier mental health system has emerged in the UK – one for those who are employed and who have efficient access to mental health support services provided by employee assistance providers (EAPs) and other mental health support services, and those who rely solely on the NHS or their ability to pay privately."
“Burnout is a type of stress-related exhaustion that can dramatically impact a person’s professional and personal lifestyle. Reducing it is not only about supporting employees at work but ensuring they have the means to disconnect from work responsibilities in their home lives. “While employers recognise the detrimental impacts of burnout on their organisation, they still aren’t providing employees with the necessary tools to overcome the issue. As a result, many employees are in the habit of overworking and checking emails in their time off. While employees should seek to understand whether these habits are workplace driven or self driven, employers must set clear expectations to help them
Commenting on the survey’s findings, Lou Campbell, programmes director at Wellbeing Partners, emphasised that while employers “recognise the detrimental impacts of burnout on their organisation, they still aren’t providing employees with the necessary tools to overcome the issue”. Where employees are overworking and checking emails out of hours, “employers should seek to understand whether these habits are workplace-driven or self-driven, [and] set clear expectations to help them,” Campbell advised. She added that workplace stress also impacted employee turnover and harmed a firm's ability to attract talent and build a motivated workforce. “Providing employees with the means to rest and take time away from work will not negatively impact their working capacity and output – instead, it will likely improve it,” Campbell said.
“Many HR teams are expected to handle employee burnout and mental health issues, essentially becoming counsellors to support employees with any number of problems. This is a dangerous precedent. “HR can take manageable action. One key step is to learn the appropriate framework – the boundaries – for having supportive conversations with employees. Ultimately, HR must remember that they are not counsellors and should also learn the skills to signpost employees to professional support. Taking on a counsellor role is not appropriate; ensuring employees get the support they need is. In doing this, HR can gain valuable time for their own wellbeing.
"It’s clear there is mounting pressure for HR, but there are some initial actions they can take to support employees while setting boundaries for their own wellbeing. Ensure that supportive conversations with employees follow a framework, and schedule these conversations at a time when you have the energy and capacity to be supportive. Aim to finish work on time most days and give permission to switch off to avoid compassion fatigue."
“While HR has a duty of care to support employees suffering with their mental health, they often neglect to look after themselves. Knowing the skills around setting boundaries and signposting to appropriate support is even more vital in a time when attracting and retaining staff is highly competitive. "Organisations must support HR to reduce the risk of key HR talent leaving their organisation as they deal with surging levels of employee burnout.”
