What is the gold standard for mental health and well-being in the workplace?

Whilst different in field and size, most have one common objective: to ensure that they are supporting employee mental health and well-being in the most optimal ways possible.

They recognise the mental health agenda is, quite rightly, here to stay. They have an awareness of the research: investment in the mental health and well-being agenda is cost-effective in the long term, resulting in reduced absenteeism, reduced staff attrition and increased productivity.

The question I am unequivocally asked the most by companies is: ‘what does the gold standard for employee mental health and well-being look like in a company?’.

Provided below is a flavour of what ‘Outstanding’ looks like. Indeed, there are organisations within the region working towards this.

Policy and Strategy:
Well-being is an intrinsic part of the overall HR policy. Clearly defined policies and procedures for supporting colleagues proactively and reactively if they are identified as struggling. Policies are reviewed at least annually, and annual employee engagement surveys review and synthesize employee feedback into the overall strategy.

The policy does not simply sit with HR; a committee made up of departments and functions across the organisation meet, review, input and update the strategy in a true companywide process.

Culture:
Leaders talk-the-talk and walk-the-walk; they are well versed in mental health literacy and take active steps to promote psychological safety within the organisation. The idea of vulnerability and asking for help is not just accepted; it is actively encouraged.

Leaders are self-aware; they have been on their own self-awareness journeys, either in the form of executive coaching, psychotherapy, or leadership group cohesion journeys. They understand how their behavior and leadership style shapes the culture of the organisation. At a more systemic level, some companies may even move a shorter working week, shut off email systems after a certain time, and actively promote and respect the ‘right to disconnect’.

In the organisation, vacation means vacation. If appropriate and suitable, there is flexibility and autonomy in both working hours and hybrid working. Wellness initiatives are a regular calendar fixture, which could include mindfulness and yoga sessions, step challenges or breakfast clubs.

Knowledge and Skills:
All employees have basic or proficient mental health literacy. They know the tangible signs of anxiety, low mood and burnout, and have the self-awareness to check in with themselves regularly. The organisation has designated Mental Health First Aiders across all tiers of the organisation, who are able to spot the subtle signs that a colleague may be struggling. The well-being agenda is present and ongoing on the annual learning and development timetable, in the form of information sessions, webinars, and town halls.

Resources:
Health insurance adequately covers employee access to specialist psychology (talking therapy) and psychiatry (medication) services. There is also an Employee Assistance Program (EAP) for employees to call if they need brief and timely guidance on a range of well-being issues, including emotional, financial and relational matters.

The organisation has a well-organised, up-to-date library of self-help resources, including self-assessment tools, books, websites and podcasts around the topic of mental health and well-being.

The library is easily accessible by all employees, all of whom became familiar with it during their onboarding process.

How would you rate your organisation?

Dr. Robert Chandler, Clinical Psychologist, Corporate and Workplace Services Lead at The LightHouse Arabia.