The human cost is incalculable. But quite apart from this, think of the disruption, loss of productivity and expense caused by the resultant need for recruitment and retraining.
The effect of poor mental health on the workforce – and the UK economy – has received a great deal of media attention recently.
Looking after the mental health of employees goes beyond providing support should they need time off work. It’s also important to create an environment in which mental health is not stigmatised, and taking time off with a condition such as anxiety is regarded in exactly the same way as calling in sick with a bad cold.
It’s also important to take positive action to prevent and counter stress before it can cause more serious problems.
You could look to form an Employee Action Plan which makes it clear where employees can find help if they’re struggling with life events – not just work issues – which are causing them distress. This could include a number to call for immediate help, or access to counselling from a third party.
Mindfulness is a concept which sometimes meets with confusion or scepticism, but in reality it is nothing more than the idea of living ‘in the moment’ – learning how to put aside the concerns that cause stress while doing something enjoyable or relaxing. Mindfulness and similar approaches to stress-busting can play a major role in helping maintain good mental health - and it's easier than you may think to implement them in the workplace. Activities such as organised walks, colouring, yoga or relaxation sessions can make a real difference.
Supporting charities and local community organisations does more than enhance the reputation of the employer. Research has shown that voluntary work helps the helpers as well as the people they support – this is what we call ‘the power of positivity’ here at Aviva. Volunteering helps to instil confidence, improves teamwork and engenders the sense of personal well-being which helps employees to perform at their best.
Looking beyond community work, it's also important to recognise the value of other activities in which colleagues spend time together socially. This could encompass anything from team lunches or picnics to attending groups for employees who share the same interests. These activities can be particularly beneficial to employees who might live alone, or frequently work from home.
London School of Economics researchers found that regular volunteers were 12% more likely to be ‘very happy’ than those who never did voluntary work6.
The one who’s always the first to put their hand up when something needs organising, or when something’s going on to support a good cause? Recruiting a team of ‘hero’ volunteers is a cost effective way to develop a social responsibility strategy, while allowing highly motivated employees to enjoy playing to their strengths on behalf of the broader team. This approach also ensures that voluntary work is supported at all levels of the business – not just a directive handed down from above.
