TIPS FOR IMPROVING MENTAL HEALTH AND WELL BEING IN THE WORKFORCE Welcome to our Workforce Health and Wellbeing series of articles that will provide you with insight, information and strategies to apply in your workplace. This first article addresses the issue of mental health, introduces workplace strategies and discusses the importance of building resilience in the workplace. The Facts One in five Australians will experience a mental illness every year. 2. 3. 4. 5. 45% of Australians will experience a mental illness in their lifetime. 6. 7. 19 million absentee days per year (est.) are attributable to mental illness across Australia. 8. 9. Engaging leadership, staff and other stakeholders to review findings and plan for the future Developing a blueprint for change Conducting a needs analysis to identify skill and behavioural needs Delivering integrated learning and development initiatives to ensure staff build their resilience, have the skills to complete current roles and behave appropriately Ensuring leaders have effective leadership skills Reviewing and updating existing policies and procedures, including return to work practices Measuring, evaluating and reporting on progress Continually improving workplace mental health and wellbeing practices. The cost of mental illness to Australia's collective wellbeing has reached $190 billion a year equivalent to about 12 per cent of the economy's annual output.(1). Adopting these strategies will significantly boost our nation’s mental health, wellbeing and productivity. The Good News Building resilience The good news is that: Having a resilient workforce is one result of implementing these strategies. • • • • • Many mental illnesses are preventable The severity of many mental illnesses can be reduced if we act early Most people with a mental illness will recover when provided with appropriate care and support Workplaces can implement strategies to improve mental health and wellbeing; and People with a mental illness can work productively. Given Australia’s aging workforce, it is in our national interest to find ways to boost productivity by implementing workplace strategies to both retain and increase the number of people with mental illness in the workforce. Work can be therapeutic for people with a mental illness, with evidence showing that a positive workplace and a well designed job assists in recovery and reduces absenteeism. The impact of a “Bad Job” Recent research by the Australian National University points to the damaging effect of a “bad job”; typically, one with low autonomy, high repetition and poor management. These jobs can often be more damaging to one’s mental health and wellbeing than having no job at all. When you add a lack of understanding or bullying, the effects multiply dramatically. Successful Workplace Strategies The most effective mental health and wellbeing strategies incorporate integrated and systemic initiatives including: 1. Building a clear picture of the risk – the current mental wellbeing of the workforce, culture, policies, procedures and environmental risks www.connetica.com.au Resilience is an inherent process – the ability to both bounce back from situations that generate negative emotional responses, and to flexibly realign oneself during periods of change. Clearly there is a direct correlation between levels of personal resilience and the ability to grow and flourish in times of change. Resilience is exhibited through the application of strategies that individuals have developed based on their experiences and education. Positive, supportive dynamics and structures at work and at home, and good general and mental health are necessary. When any of these elements are lacking or compromised, the individual’s response to change can be one of apprehension and fear, negativity and anger, poor performance or illness that requires treatment and impacts productivity and increases costs. Considering strategies that build and support employee resilience generally, and also in times of organisational change, are justifiable. From our experience, educating workers in a range of strategies that enable them to keep things in perspective, be optimistic, manage time wisely, prioritise and be solution focused, boost an individual’s resilience. (1) Waksberg, Avi and Gruen, Nicholas. Measuring wellbeing : The Herald/ Age lateral economics (Hale) index of Australia's wellbeing [online]. Ecodate, Vol. 27, No. 1, Mar 2013: 2-4. PROFILE JOHN MENDOZA John is a Director of ConNetica, a consulting firm with the mission to “Create Better Futures” by bringing out the best in communities, organisations and their people. Change management, mental health and wellbeing, workforce design and learning solutions have been delivered for government and nongovernment clients. Mental health, OH&S and Alcohol and Drug programs have been delivered for many clients across Australia and internationally. John has held executive positions including CEO of the Mental Heath Council of Australia and Chief Executive Officer of the Australian Sports Drug Agency. He has authored significant reports on mental health and suicide prevention, playing a critical role in securing the $2.2b mental health reform package in the 2011 Federal budget. John has a Life Achievement award for his contribution to Suicide Prevention in Australia (2008), QUT Vice Chancellor’s Alumni Award for Innovation and Excellence (2002) and was the Faculty of Health Outstanding Alumni recipient (2007). Next article: Alcohol and Drug use in the Workplace 07 5491 5456 info@connetica.com.au