How communication can help build a mentally healthy workplace
Workplaces have a once-in-a-lifetime opportunity to reshape their culture to put employee wellbeing at its core as people re-emerge from pandemic lockdowns.
Amid the surge in mental health presentations since the COVID-19 pandemic, experts have warned of the challenges during the post-vaccination return-to-work phase.
Unmind Head of Psychology Dr Heather Bolton said returning to work could trigger additional stressors for some people but there was significant potential for positive outcomes.
“As people around the world begin to return to work, leaders need to be aware of the psychological opportunities and challenges that come with another transition,” Dr Bolton said.
“We may feel closer to colleagues but separated from families. Some will be reconnected with the sense of purpose that came with our old routine, others will feel they’ve lost the freedom that remote working provided.
“We have a once in a generation opportunity to define a new normal and to put employee wellbeing at the heart of it.”
The topic of mental health has risen in prominence over the last 18 months – inside and outside of work. A survey conducted with the Rewards and Benefits Association revealed almost four out of five workplaces had experienced an increase in workers reaching out for help.
Demand for counselling hotline services from Australia’s Beyond Blue mental health not-for-profit increased from 30% to 60% between 2019 and 2020.
But Dr Bolton said there are many strategies managers can implement to help people through the transition.
She said for some people there would be a degree of “anticipatory anxiety”, with concerns about the unknown.
“As humans, we find uncertainty hard to tolerate,” said Dr Heather. “Employers should strive to create a clear plan and communicate it well to help reduce those unknowns and ease anticipatory anxiety.”
This should include a clear plan for returning to work, being clear on the safety measures in place, ensuring the information is concise on the company platforms, and seeking feedback and addressing it.
Another potential trigger could be the loss of freedom and time when people leave a work-from-home arrangement. For some, these flexible arrangements freed up commuting and travel time, and allowed more family interactions.
Public transport could be a cause for worry itself. Dr Bolton said highlighting the benefits of in-person work – such as the creative energy and sense of belonging in collective work – could reinforce the advantages.
She also said it could assist to acknowledge and normalise people’s concerns.
Workplaces could also accommodate some changes, such as staggering start or lunchtimes to allow for commutes or exercise.
As cities re-emerge from lockdown arrangements, other factors to recognise and plan for include acknowledging different work relationship dynamics, addressing role-specific challenges, and dealing with specific mental health challenges.
Dr Bolton said ensuring clear and open lines of communication with workers, underpinned by supportive policies and proactive supports such as accessible online mental health platforms – would assist to reshape our workforces.
“When there is uncertainty elsewhere, work can, in fact, bring some order to the chaos,” she said.
“Finding ways to provide certainty can be incredibly helpful for employees, reducing the need for ongoing worry in at least one area, and allowing them to anchor future plans on something solid and predictable.”
Download Unmind’s handbook, Back to work: 6 steps to a mentally healthy transition, and to learn more visit unmind.com
