European Year of Mental Health – Better Work, Better Quality of Life
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The document discusses the significant impact of mental health on workplace absenteeism and overall employee well-being in the UK, highlighting costs such as £52 billion lost to GDP annually. It emphasizes the importance of positive workplace conditions and effective management strategies to support mental health and reduce stigma, noting that re-employment can lead to improved mental well-being. Additionally, it outlines the European Pact for Mental Health and Wellbeing's goals for promoting mental wellness and organizational support in the workplace.
European Year of Mental Health – Better Work, Better Quality of Life
- 1. European Year of Mental Health – Better Work, Better Quality of Life Catherine Kilfedder BT Group Health Adviser 30 October 2012
- 2. Mental ill health and UK plc • Accounts for nearly a half of all absenteeism • 70 million lost working days each year • 1 in 6 experiencing depression, anxiety or stress • Costs £1,035 per employee • Reduces GDP by £52 billion a year • Accounts for nearly half of all people on incapacity benefits
- 3. Absence management 2012 • The average days absent fallen from 7.7 days to 6.8 per employee per year • 33% employers report an increase in ‘presenteeism’ • 44% employers report an increase in mental health problems • 40% employers report an increase in stress-related absence • Minor illnesses by far the most common cause of short-term absence • Musculoskeletal injuries, back pain and stress next most common • Most common causes of long-term absence are stress, acute medical conditions, mental ill health, musculoskeletal injuries and back pain
- 4. Determinants of population mental health Protective factors Risk factors • Social capital and welfare • Poverty, poor education, protection deprivation, high debt • Healthy prenatal and • Poor prenatal nutrition, childhood environment abuse, harsh upbringing, • Healthy workplace and poor relationship to living parents, intergenerational • Healthy lifestyles transmission • Unemployment, job insecurity, job stress • Alcohol and/or drug use
- 5. Work is generally good for physical and mental health and well-being • Financial wellbeing • Central to individual identity, social roles and social status • Main driver of social gradients in physical and mental health and mortality
- 6. Being out of work is bad for physical and mental health and wellbeing • Higher mortality, poorer general health, poorer mental health, higher medical consultation, medication consumption and hospital admission rates • Re-employment leads to improved self-esteem, improved general and mental health, and reduced psychological distress and minor psychiatric morbidity
- 7. Health and Safety Executive management standards for stress • Demands: able to cope with the demands of their jobs. • Control: able to have a say about the way they do their work. • Support: receive adequate information and support from their colleagues and superiors. • Relationships: not subjected to unacceptable behaviours, e.g. bullying at work. • Role: understand their role and responsibilities. • Change: the organisation engages employees frequently when undergoing an organisational change
- 8. To what extent do working conditions help trigger such illnesses? • About 14% of days lost due to mental health problems are attributed to work related mental ill health • Most common cause is workload • Other top causes: – Management style – Relationships at work – Organisational change/restructuring
- 9. Stigma and discrimination • 1/3rd of people in the UK would not be willing to work with someone who has a mental health problem • 28% of UK employees believe there is less stigma associated with mental health issues in the workplace than a year ago • Why?: – Better understanding of mental health amongst peers and colleagues 48% – TV and press campaigns, such as ‘Time to Change’ 36% – Celebrities talking openly about their mental health 28% – Government’s mental health strategy 23%
- 10. European pact for Mental Health and Wellbeing 2008 • Improve work organisation, organisational cultures and leadership practices to promote mental wellbeing at work • Implement mental health and wellbeing programmes with risk assessment, prevention and early intervention • Provide measures to support recruitment, retention, rehabilitation and return to work of people with MH problems
- 12. About BT - March 2012 UK Russia / CEE North America 73,800 700 3,200 Western Europe 7,800 Asia Pac Middle East 2,500 and Africa Latin America 200 900 BT organisation BT Retail * BT Wholesale BT Global Services * BT Operate * BT Innovate & Design Openreach * Global operations 89,100 FTE BT employees 2011/12 revenues: £19.3 billion
- 13. BT Health, Safety and Wellbeing Strategy
- 14. Good work Good Health: Good practice guidelines English, French, German, Spanish, Italian, Czech, Polish, Romanian, Portuguese, Greek, Swedish and Estonian
- 15. Positive manager behaviour framework • Respectful and responsible: managing emotions and having integrity • Managing and communicating existing and future work • Managing the individual in the team • Reasoning and managing difficult situations
- 16. Better specialist support Rehab CBT Tel, F2F “OHS” CCBT Couns. Guided Self-help Managing Mental Stay at Work Health Get back to Work Move on with dignity HR LM
- 17. Managing mental health 97% said it increased their awareness and understanding of mental health said it increased their confidence in dealing with mental 91% problems 94% said it provided them with additional skills to deal with MH problems 36% said they had reason to use the learning since they attended 90% said it had been helpful or very helpful in their role as a people manager
- 18. Supporting the individual 1. Building my well‐being skills Me BT BT Community We 3. Doing well for the community around me 2. Building the well‐being in my team
- 20. © British Telecommunications plc