Mental Health at Work: The Facts and Figures
In today’s workforce, the once-taboo subject of mental health struggles is finally being acknowledged. Employees, more than ever, are owning their mental health and actively looking at causes for negativity, and ways to help themselves. A study done by The Workforce Institute at UKG highlights some important statistics regarding the way mental health for employers and employees alike are impacted by their workplace.
Who Impacts Employees?
Stop and think about the people in your life. Who do you think has the most impact on your mental health? Is it a doctor? Or maybe a therapist? Well, when asked, employees said that their managers had more of an effect on their mental health than anyone else except for their partner. Spouses and managers had an equally high impact on a person's mental health at 69%. In fact, 60% of employees say that the biggest influence on their mental health is their job. An astounding 81% of employees say that their mental health is more important than a high-paying job and 64% would even be willing to take a pay cut in exchange for better mental health.
What Impacts Employees?
Mental health is rarely influenced by just one factor, but often, one factor may have a more major effect on mental wellness than others. In many cases, that one factor is a job. 1 in 5 people say that their job hurts their mental health. That one factor also flows into other aspects of your life, negatively impacting those areas as well. A majority of people said that the negative impacts of their job carry to their home life, well-being, and relationships. We spend so much of our time at work, that it’s unlikely that we would be able to fully separate it from all other aspects of our lives at all times. If you feel stressed or overwhelmed at work, it is not just going to magically evaporate as soon as you leave the office, it is going to carry with you for some time.
As odd as it may sound, how old you are and where you live influences the emphasis you may put on your personal mental health. Employees in India and the United States were most likely to say they would trade a high-paying job for mental health support at 88% and 70%, respectively. Also, younger generations, including Millennials and Gen Z, were far more likely to prioritize mental health over a high-paying job than Gen X and Boomers. Younger generations have far more access to mental health support than older generations, which allows them to recognize the importance of it, compared to the older generations who may not know what support is available to them, therefore putting less emphasis on mental health.
What About Managers?
The workforce of today isn’t just detrimental to the employees, higher level managers are also negatively impacted by the high-stress, overwhelming environment. The stress that many managers deal with is a little bit different from what the average employee feels. Much of the stress of higher levels comes from the need to hold themselves to a higher standard. Interestingly, 57% of managers say that they wish someone had warned them against taking their job and 46% said it is likely they will quit in the next 12 months because of the stress. So no, managers are not immune to the stress that accompanies the workplace, but they are the ones with the power to do something about it.
According to the study, managers must take action to improve the support available to their employees. Of course, they don’t need to be the only ones providing support (nor should they be), yet they must be the ones to recognize needs and be the connectors. Working with HR, workplace wellness specialists, and speaking to employees can help managers find out what is the best type of support for their organization and what is the best way to implement it.
Of note, managers and employees in the study did not see eye-to-eye in the help that is offered. 9 in 10 managers reported that they are providing a space for communicating frustrations, but only 64% of employees agreed. Similarly, 1 in 3 employees feel that their manager doesn’t realize the effect they have on their employee’s mental well-being.
Tips for Managers
It’s not easy being a manager. There is more responsibility and a higher pressure to perform, leading to unique stress that sometimes falls onto the employees. However, there are ways for a manager to boost the belonging and well-being of employees at work.
1. Provide an empathetic voice
Feel free to share your own emotions, personal challenges, or encounters with mental health if you feel at ease. By revealing your vulnerabilities, you establish a supportive environment for colleagues to bring their authentic selves into the workplace.
2. Enable and encourage time off
Very few employees utilize all of their time off. Model the desired behavior and take mindful and meaningful time off. Let employees know that the best practice is to come to work as healthy as can be. Taking time off promotes rest, relaxation, and focus, leading to high performance when back at work.
3. Treat employees like people
Every organization needs to offer support and care to its employees, and this includes managers. Rather than being treated like cogs in the machine, managers, and organizations should recognize the importance of their employees and dedicate time to show their appreciation. With a sense of purpose and trust, 88% of employees anticipate their work and are inclined to actively contribute to their company's success.
Conclusion
Understanding mental health in the workplace is a game-changer. It's like having a secret weapon for a satisfied and productive team. Finding the perfect balance for employees and employers alike is difficult, but crucial. There are plenty of resources to find the support needed to cut down on stress, increase wellness, and make the workplace somewhere employees want to show up to every day. With this knowledge, you can boost morale, cut down on stress, and amp up productivity. It's basically the key to turning your workplace into a place where everyone wants to be, and that's a win-win for both the team and the business.
