Promoting mental wellbeing through productive and healthy working conditions: guidance for employers

Implementing NICE guidance 2009

NICE public health guidance 22

What this presentation covers

Definition Recommendations Costs and savings Discussion Find out more

Definition

‘Mental wellbeing is a dynamic state in which the individual is able to develop their potential, work productively and creatively, build strong and positive relationships with others and contribute to their community. It is enhanced when an individual is able to fulfil their personal and social goals and achieve a sense of purpose in society’

Why mental wellbeing is important to workplaces

The annual cost of mental ill health to an organisation with 1000 employees is estimated to be £753,950 Improving the management of mental health in the workplace, including prevention and early identification of problems could produce annual savings of £226,200

Why work is important to mental wellbeing – 1

Work has an important role in promoting mental wellbeing. It is an important determinant of self-esteem and identity Work can provide a sense of fulfilment and opportunities for social interaction Work can also have negative effects on mental health, particularly in the form of stress

Why work is important to mental wellbeing – 2

Working environments that pose risks for mental wellbeing put high demands on a person without giving them sufficient control and support A perceived imbalance between the effort required and the rewards of the job can lead to stress A sense of injustice and unfairness arising from management processes or personal relationships can also increase stress

Productivity and performance

Promoting the mental wellbeing of employees can yield economic benefits for the business or organisation The costs associated with employees’ mental health problems are significant for businesses and other organisations

Strategic and coordinated approach

Integrate promotion of mental wellbeing into all aspects of recruiting and managing people Promote a culture of participation, equality and fairness, communication and inclusion Create awareness and understanding of mental wellbeing and reduce discrimination and stigma related to mental health problems Give employees skills, support and opportunities Ensure everyone can take part

Assessing opportunities and managing risk

Assess and monitor mental wellbeing, identify areas for improvement, and address risks Make employees aware of their legal entitlements and their responsibility to look after their own mental wellbeing Use available frameworks Respond to needs of employees at particular risk Use individual and organisation-wide approaches Help is available for smaller businesses

Flexible working

Promote a culture of support for flexible working Provide opportunities for different types of flexible working if possible Respond to requests for flexible working Be consistent and fair in processing applications Help managers deal with flexible working patterns Different sized businesses and organisations may need different models of flexible working

The role of line managers

Promote a management style of participation, delegation, constructive feedback, mentoring and coaching Increase understanding of how management style can promote mental wellbeing and minimise stress Ensure managers can identify and respond to employees’ emotional concerns and symptoms of mental health problems Consider competency frameworks as a tool for management development

Supporting micro, small and medium-sized businesses

See notes for details of who should action this recommendation Collaborate with micro, small and medium-sized businesses. Offer advice support and services such as access to occupational health services, counselling support and stress management training Establish mechanisms to provide support and advice on developing and implementing approaches to promoting mental wellbeing, such as tools for risk assessment, human resources management and management training

Costs and potential savings with1000 employees

Absenteeism Presenteeism Staff turnover

Estimated current cost to the employer of mental ill health

Potential savings (30%)

Costs (£ per year)

269,700 486,000 79,600

835,300 Savings (£ per year) 250,607

Discussion

• How do we support employees coping with stress?

• How do we support line managers in promoting mental wellbeing at work?

• How well do we meet the recommendations outlined in this guidance? • What practical things can we do to implement these recommendations?

Find out more

• • • • • Visit www.nice.org.uk/PH22 for: the guidance the quick reference guide a version of the guidance for small businesses business case guide to resources