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Swindon Mindful Employer Network

Thank you for joining us!

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Darren Brindley

Membership Account Director,

Swindon & Wiltshire Initiative, Business West

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Hazel Howe

CEO,

Swindon and Gloucestershire MIND

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Sarah Merrington

Head of the Mental Health at Work Programme,

MIND

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Nurturing a culture of

mental health and wellbeing

in the workplace.

Swindon Mindful Employer Network

�

Sarah Merrington, Head of Mental Health at Work at Mind

�

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Hello!

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Collaborating for

better mental

health

Today, I’d like to:

Share with you the work of the Mental Health at Work programme, our different support and information.
Discuss how we can avoid the common mistakes when nurturing workplace mental health.
Talk about what a whole organisation preventative approach to improving mental health policy and practice looks like, and introduce the Mental Health at Work Commitment standards.
Explore how we can cultivate an open culture where employees feel comfortable discussing mental health and wellbeing.

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Your first stop to better �mental health at work�

We’re in a mental health crisis and the focus on workplace wellbeing is falling further �and further down the agenda – with line managers and employees less engaged in the importance and implementation of workplace wellbeing (CIPD, 2022).

Mind’s latest research shows that:

Only 49% of people feel comfortable disclosing poor �mental health to �their employer.

57% have experienced poor mental health whilst working for their current employer

Estimated total costs �of poor mental health in workplaces have increased by 25% since 2019, reaching £53-56 billion in 2020-21

We know that we’re amid a mental health crisis right now – we’re feeling the impact of the last few years, with covid and its hangover, the climate change news, the cost of living crisis, war abroad and political change at home, it’s tricky to keep on top of it all without feeling anxious. Everyone experiences things differently and feels things in different ways. We know – particularly as we spend so much of our time at work (white collar workers – or those with office-type jobs- typically spend a third of their time working) – that employers are best placed to really support the mental health of their people. But, because of these external challenges (and partic the COL crisis) workplace wellbeing initiatives are falling further down the agenda. People don’t have budgets, and often aren’t sure how to support their people without one.

These stats are from the most recent Mind’s Workplace Wellbeing Index – an annual survey that serves to benchmark best practice and policy so it can celebrate the good work employers are doing to promote positive mental health in the workplace. But most usefully, it also makes recommendations on the areas where there's room to improve for each participant organisation. You can see it’s not a particularly pretty picture. (read stats)

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Your first stop to better �mental health at work�

The Mental Health at Work programme makes navigating the mental health landscape easy for employers through original content including a range of tips, ideas, and think pieces on workplace mental health.

The website is curated by Mind – our resources are created by experts who people can trust.

It includes a growing database of over 550 resources from a wide range of providers, to give people the tools they need to take action and achieve the Mental Health at Work Commitment.

mentalhealthatwork.org.uk

The data tells us that people aren’t feeling hugely comfortable being open at work, and employers aren’t feeling massively confident in supporting their people. This is where MHAW comes in. We work to empower employers across the UK to improve the mental health of their employees, and to provide all people at work with workplace mental health support. The workplace mental health landscape is a busy one, and the website and its products make navigating it all easy – finding you exactly what you need to start making a difference – whatever you do, wherever you work, whatever your organisation size and sector.

Talk a bit about what you can find on the website – toolkits, lived experience stories, case studies, videos from experts on particular topics. We particularly have info on intersectional workplace agendas such as money & mental health, neurodiversity etc.

On here is also a hub for self-employed people or micro business owners we have created with Simply Business, who don’t have an employer to support them on their mental health.

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Avoiding the common mistakes when nurturing workplace mental health

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Avoiding the common mistakes when nurturing workplace mental health

Mistake

Assuming a ‘one-size-fits-all’ approach to nurturing workplace mental health

Solution

Understanding the needs of your people:

Collect the right data
Ask the right questions
Seek expert advice
Work with your people to create bespoke strategies to suit all

First up is assuming there’s a one-size-fits all approach.

We know from Minds Workplace Wellbeing Index that certain employee groups consistently report higher levels of mental ill-health, lower levels of disclosure, higher stigma and less likely to reach out for support etc. and the gap is widening. In particular, LGBTQIA+ employees, employees identifying as people of colour and young employees aged 18-24 are more likely to have poor mental health at work (Mind 2021/22 Workplace Wellbeing Index). Everyone experiences life differently, and although there are ‘common’ mental health conditions such as anxiety and depression which affect a large proportion of the population, everyone experiences these differently. Solutions might work for some, but not for others.

A one size fits all approach is not enough anymore – we must be person-centred in approach if we are to create mentally healthy workplaces for ALL employees.

So, what does this look like? A wide ‘blanket’ workplace mental health strategy is a great start. But it’s important to delve more specifically into your workplace audiences to understand their different needs. Lots of employers just use one or two questions on mental health in staff surveys, but this isn’t enough really – it’s not going to capture detailed information they need, or ask questions which can really guide you towards making a change and capturing things that you can measure against to see if it’s making a different.

Going forward, it will be critically important for workplaces to build their awareness of the needs of different employee groups, working with employee inclusion networks internally, external orgs/initiatives that support those groups externally (we can signpost to these at Mind) as well as creating tailored wellbeing resources and strategies.

So. get that data, understand in your org and work with those people to find the best way to do this.

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Mistake

Not involving staff in your mental health strategy

Solution

Ensure there are forums and ways that staff can share their experiences and shape the organisational strategy

Avoiding the common mistakes when nurturing workplace mental health

Not involving staff – I’ve touched upon this a little already – everyone experiences life differently, and so getting everyone’s views helps to paint a true picture about what the needs are across your organisation. When employee involvement feels like not just occasional input but a fundamental underlying principle, real change is possible.

Similarly to the previous slide, this is about asking the right questions, collecting the right data, and asking your people for feedback. This is SO important! And make sure you measure employee feelings, wants and needs regularly and use it to adjust your plans where needed. And don’t just do this yearly – you can do temperature checks quarterly to capture how people are doing and if things are making an impact and it doesn’t need to be a labourous task. Use the channels you already have. Provide forums for people to share. Always give the option for people to submit anonymously – however people feel comfortable sharing their views. You want to create an environment where there isn’t barriers – where people can share their views and feelings without fear or shame. Standing by people when they experience a mental health problem is not only about retaining talented staff, but it also sends a message about your organisation’s values.

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Mistake

Missing the intersectionality between mental health and other factors

Solution

Develop a holistic approach to workplace mental health

Avoiding the common mistakes when nurturing workplace mental health

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Mistake

Believing you cannot make a positive change around workplace mental health, because you don’t have the budget or capacity

Solution

Understanding there’s so much you can do – particularly around anti-stigma – to build an open culture and make a real change.

Avoiding the common mistakes when nurturing workplace mental health

A third of commitment signatories recently surveyed said they felt they didn’t have the budget to make a difference. BUT there’s so much you can do that won’t cost a penny. In fact, throwing money at mental health (for example, outsourcing training and being done with it) DOESN’T embed it into your culture. Think SMALL – the small things do add up to make huge differences. It’s not just about the grand gestures – or making a huge deal out of the awareness days (although yes, as we’ve said, definitely do lean into these days!) For example - think about good work design and how it can support people who do disclose to get the tailored support they need to thrive in work. Consider your benefits / flexible working policies. Create forums and empower people to lead on MH activities and share their stories. And… sign the MHAWC.

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The Mental Health at Work Commitment: a preventative approach to improving mental health policy and practice.

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The Mental Health at Work Commitment is a simple framework that transforms research from UK employers and mental health experts into tangible pledges and standards.

The Commitment is a clear set of actions that any organisation can follow to improve and support the mental health of their people.

We have created a straightforward email journey, which guides employees through tools and resources - making it easier than ever for people to get the support they need.

Commitment signatories also have access to our Interactive Guide and Peer Platform to help them implement the 6 standards.

mentalhealthatwork.org.uk/commitment/

Some of you may have heard of it, some of you may not. But in a nutshell - the Mental Health at Work Commitment is a simple framework to support employers in making a positive change around mental health. It builds on what we already know actually works: based on the  Thriving at Work  standards, pulling from the pledges and standards that are already out there, and using up-to-date research from UK employers and mental health experts. Launched in 2019, we’ve seen almost 3,000 employers sign up – which means that over 5 million people at work are actively being supported with their mental health.

The Commitment is essentially a self-serving initiative, but you do get some help along the way. Once you sign, you automatically enrol into an email journey which walks you through the 6 standards and share some of our best content from the website to help you implement them.

Commitment signatories also have access to a Peer Platform - a space where organisations can help each other to deliver the Commitment’s six standards. You'll be able to connect with professionals from organisations of a similar size and sector so you can ask and answer questions, and share ideas, resources and tips on how to put the standards into practice.

And our final product to support the Commitment is our newly launched Interactive Guide. You simply enter your organisation’s size and journey stage and you’ll be recommended the most suitable, quality-assured resources for your particular circumstance. It’s basically a personalised plan to fulfilling the Commitment.

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Ok – here are the 6 standards and 21 sub standards underpinning the MHAWC.

First standard is all about prioritising MH and building a plan. Getting senior level responsibility and ownership and outlining clear roles and responsibilities for achieving the plan. It’s also about getting your workforce involved in the planning , development, implementation and evaluation of the strategy and plan so it is not just top down but involves people, particularly with lived experience of mental health conditions in it’s inception and delivery.

Standard 2 is thinking about the elements of work design for your organisation. This is a lot to do with HR and H&S and the support that is offered. It’s about ensuring all policies and protocols think about mental health and wellbeing as core to them, rather than all being about as separate strategies

Standard 3 is all about how you create an open culture around mental health. Sharing lived experience can make people feel less alone and able to disclose or seek help. People who are willing to openly talk about their MH can really help others. So actively encourage these conversations and raise awareness of the support available. Taking part in external MH awareness campaigns, encouraging conversation as part of 1-1’s and team meetings. Ensuring there is opportunity to connect and talk is all part of this standard

Standard 4 is all about confidence and capability of your organisation. – so working to increase people’s mental health literacy and confidence in their skills. Training and development falls clearly in here but also, being clear how you take that learning back and implement it into practice.

It’s important your org provides effective mental health support when your people need it. This one is all about looking at the support you offer in house such as OH and EAPs and counselling services as well as what you signpost your people to - Mind and MHAW can help here and so can other charities.

This last one is all about transparency and measurement. Do you collect data and insight on MH currently – is it detailed enough to paint a picture where you know where to invest your time and how do you share that both with people internally and externally to your organisation

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Cultivating an open culture where employees feel comfortable discussing mental health and wellbeing

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Cultivating an open culture where employees feel comfortable discussing mental health and wellbeing:

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Leadership model open behaviour – show vulnerability. They demonstrate that it’s safe to speak up.

Honour flexible working.

Ensure all managers receive ongoing mental health training to support their teams.

Support our own direct reports and ensuring they are maintaining open dialogue.

The role of leaders.

People are a key part of the work environment – the way we behave influences the culture we create. The truth is, one of the best ways to raise awareness about mental health and challenge stigma is to encourage conversation about it. And it’s great to start from the top. There’s immense power in vulnerability, and having your leaders openly talk about their own mental health demonstrates to others that it’s safe to speak up.

As an employer, foster an environment in which these conversations can take place, and support grassroots enthusiasm to champion mental health issues, plays an integral role in keeping staff well.

Honouring flexible working and other practices that you might decide to implement. E.g., having core work hours and not sending emails outside of those hours… ask yourself, can this email wait until tomorrow? Not only are your protecting yourself – but if people see you respecting your own time and boundaries, they’re more likely to follow suit, and not end up working towards burn out.

Talk about training for managers and YOU so you can best support each other/direct reports. We know that managers really do struggle because they don’t feel equipped to support their teams – so it’s really important that they get training and support themselves.

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Cultivating an open culture where employees feel comfortable discussing mental health and wellbeing:

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From the job application process through to onboarding – use language around mental health that shows it’s a part of, and important to, your organisation.

Complete Wellness Action Plans and revisit them quarterly.

Embed mental health conversations from the start.

Embedding mental health from the start. What does that look like? Well – consider all the touchpoints between you and your employees. What does that lifecycle look like? Think about what you’re saying externally about mental health and the job application process through to onboarding – use language that shows mental health is a part of – and important to – your organisation.

Wellness Action Plans are a great tool to help embed mental health conversations. We have an excellent template at Mind, and it’s something we all use – encourage your staff to complete theirs once they start with your organisation, and revisit it quarterly. Honour them! Look out for the signs they have SAID means they are struggling and act. And, if you’re a leader or manager, ensure you’re completing your own and sharing it with your direct reports too. Mental health is a level playing field – we all have it – and by showing that, you’re immediately making people feel equal and comfortable.

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First agenda point at meetings.

Momentum around mental health awareness days, and communicate that it matters every day: using your internal comms channels to reinforce this.

Creating forums and networks for staff to engage with.

‘You said, we did’ – listen to staff, act, and report progress.

Cultivating an open culture where employees feel comfortable discussing mental health and wellbeing:

Mental health at

the heart of everything you do.

Putting mental health at the heart of everything you do.

Agenda point on meetings – even big, all staff briefings! You can use Teams/Zoom to create a poll if it’s a large group, or check in around the table with your teams / in 121s. Make sure that trumps work-chat. It only takes a moment, and it creates a space of safety for your people.

DO acknowledge MH awareness days across the year, and create some momentum around them. Be creative. Your internal comms teams here are great to work with to get some creativity in engaging your organisation or encouraging people to take part. But communicate that it matters every day, too. Utilise the channels and networks you have internally. And give staff the space and security to engage with their own networks – support comes in many different forms (e.g. parents network., LGBT, young people, neurodivergent network, we have a ‘pets corner’ too!)

A third of orgs do NOT regularly collect data, with over a third not knowing just how to analyse. This isn’t just about doing a survey but turning it into an action plan and openly communicate with staff. It’s ok if things don’t look rosy – be transparent and take feedback on board

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Contact us!

mentalhealthatwork@mind.org.uk

www.mentalhealthatwork.org.uk

www.mind.org.uk/workplace

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Sarah Morgan

Wellbeing and D&I Consultant,

Zurich Insurance Group

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Zurich

Mental Health Wellbeing

Sarah Morgan

Wellbeing and D&I Consultant

January 2024

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Agenda

Zurich overall Wellbeing Strategy
Why is focusing on Mental Health important for Zurich?
Our Mental Health aims and commitments
How do we devise a Mental Health wellbeing strategy?
Mental Health Focus for 2024
Mental Health Policy
Resources
Challenges

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Focusing on the pillars of Wellbeing we will provide resources and support to enhance employee wellbeing in the workplace and improve organisational performance

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Zurich Wellbeing Strategy

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Why is focusing on Mental Health important for Zurich?

Mental health is equally as important as physical health, yet it is something that is less talked about as people may feel uncomfortable doing so and we want change that

If we don’t talk about our mental health, support may come too late or not at all and we run the risk of

• Being unhappy and we may feel negative about being at work, not feel motivated and reduce our performance and contributions

• Not feeling safe or understood, which may lead to us distancing ourselves from interactions with our colleagues and customers

• Not being creative and productive at work, and a potential impact in serving our customers well

• Potentially becoming ill and ultimately absent from work (on either a short- or long-term basis)

If we are able to support each other at the earliest opportunity, we stand the best chance of managing a healthy workforce, which is able to thrive and be productive for everyone.

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Our Mental Health aims and commitments

We encourage open and transparent conversations about our mental health. We have an extensive and comprehensive support frame.

• Create a culture where colleagues feel comfortable to talk about their mental health

• Ensure that those experiencing symptoms feel confident to discuss them, ask for support and explore any reasonable adjustments so they can be successful in their roles

• Signpost and provide information for all colleagues

• Support leaders with learning, and building knowledge and confidence

• Recognise that every individual is different, and one approach will not work for everyone

• Keep information about individual health matters confidential

• Treat everyone with respect, not making judgements or assumptions about employees

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How do we devise a mental health strategy?

Understanding your organisation

Responsibility and sponsorship

Making data led decisions

External landscape

Feedback and employee surveys

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Mental Health strategy 2024

Feedback and employee surveys

Further simplify our support to ensure its easily accessible and clear

Role model wellbeing focusing on sharing stories and senior leader messaging

Ensure leaders are supported and aware of the resources available to support their teams

Focus on specific populations where engagement has historically been low e.g. men’s mental health

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Our Mental Health Policy

Why we have this policy?
Aims and commitments
Who does it apply to?
Understanding mental health conditions
What are the signs to look out for?
Taking time off
Confidentiality
Tips for looking after own mental health
When to get expert help?
Having mental health conversations
Reasonable adjustments
Resources – internal and external
What to do if urgent help is required?

Top tip Consider where the policy is stored – should be easy for employees to find

Alongside the policy, we have a manager's guide.

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Resources

Wellbeing Hub
Awareness posts
MHFAs
Employee Assistance Programme
Private Medical Insurance
Gympass
Employee stories (including senior leaders)
Webinars
Wellbeing Reps
Manager training
Linking to external resources
Mental Health Group
Male Mental Health Initiative

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Challenges

Mental Health Stigma
Recording of data
Changing landscapes
Managers buy in
Workloads

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Any questions?

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We hope you enjoyed today's event. Please let us know if you'd like to attend a future event in our SMEN series.

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If there is anything you would like to see differently at future events, or you have any specific topics or themes that you'd like us to cover, please let us know below.

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Thank you for joining our

Swindon Mindful Employer Network event!

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