In recent years, there has been a significant shift in the UK corporate landscape concerning how businesses address and value employee mental well-being. A growing pool of research has highlighted the crucial connection between an organisation’s health and the mental health of its workforce, revealing a correlation that forward-thinking companies can no longer afford to overlook.
This new awareness represents a considerable shift from previous norms, where mental health was often marginalised within workplace wellness efforts—if it was recognised at all. Today, progressive organisations across the UK are rolling out comprehensive mental health programmes, aimed at reducing the adverse effects of stress and burnout while fostering an open dialogue about well-being.
Leaders today need to shift their mindset on incorporating mental health into corporate wellness programmes, recognizing them as a strategic investment rather than a discretionary expense. By fostering a culture that values and supports mental health, leaders can enhance employee morale and loyalty, ultimately contributing to a more resilient and sustainable organisation in the long-term.
A shift in perspective
Historically, mental health has been a topic shrouded in stigma and rarely discussed openly in professional settings. This neglect was partly due to a lack of understanding, and partly because of prevailing social norms that prioritised physical health over psychological well-being.
During the early and mid-20th century, mental health in the workplace was primarily concerned with preventing severe psychiatric conditions that could impair an individual’s ability to work. The focus was largely on avoiding disruptions to productivity, rather than genuinely supporting the employee’s mental well-being. It wasn’t until the latter part of the century that businesses started to recognize the impact of workplace environments on an employee’s mental health. This shift was influenced by the growing field of occupational psychology, which began to explore the relationship between job satisfaction, work stress, and mental health.
In the 1990s and early 2000s, there was a significant change as businesses started to adopt more holistic views towards employee wellness. This period saw the introduction of employee assistance programs (EAPs) that offered confidential counselling services, marking a pivotal development in workplace mental health support. These programs acknowledged that personal and work-related issues could significantly impact performance and overall mental health.
However, the real turning point came with the legislative framework that underscored the importance of mental health at work. The Equality Act 2010, for example, categorised mental health conditions as disabilities under certain conditions, obliging employers to make reasonable adjustments for affected employees. This was a critical step in legitimising mental health issues in the workplace and ensuring they were treated with the same seriousness as physical health issues.
In recent years, particularly with the challenges posed by the COVID-19 pandemic, there has been an accelerated recognition of the need for robust mental health strategies in offices. Companies have increasingly implemented comprehensive wellness programs that include mindfulness training, stress management workshops, and flexibility in work arrangements. Initiatives such as Mental Health Awareness Week have also gained traction, reflecting a cultural shift towards greater transparency and support regarding mental health in the workplace.
Creating tailored solutions
Despite this progress, there is a common misconception among some business leaders that adopting mental health programs requires a radical shift in corporate values or the adoption of an overly progressive stance. This is not the case. Instead, the effective incorporation of mental health strategies is about understanding and aligning with the unique needs of both the company and its workforce, ensuring that these initiatives complement existing corporate values rather than contradicting them. Mental health initiatives are an extension of a company’s commitment to its employees’ overall health and well-being, which should naturally align with any company’s core values.
Additionally, the implementation of mental health initiatives should be seen as a strategic business decision that evaluates the specific needs of the organisation’s workforce. This means conducting surveys or having open forums that can provide insights into what employees need and value in terms of mental health support. The findings can help tailor programs that address specific stressors inherent to the company’s particular industry or operational style. This tailored approach ensures that mental health strategies are not only supportive but are also perceived as authentic and directly relevant to the employees’ daily experiences.
For example, the London-based real estate management company Greycoat Real Estate has adopted a proactive approach to mental health in their workplace, centred around providing personal support and advocacy. Working with The National Council for Mental Wellbeing, a trusted employee underwent comprehensive training to become a Mental Health First Aider, which equipped them with the necessary skills to identify signs of mental health issues, offer initial help, and guide a person towards appropriate treatments and other supportive help.
The presence of a Mental Health First Aider has been instrumental at Greycoat Real Estate. It has not only increased awareness and understanding of mental health issues across the company but also created an open environment where conversations about mental health are encouraged and normalised. The staff member offers a listening ear and support for colleagues experiencing stress or mental health issues, often facilitated offsite at a nearby café to ensure privacy and comfort, which are crucial for open, relaxed discussions.
Greycoat Real Estate also integrates mental health support into the daily workplace fabric. The company organises wellness activities like Pilates classes and team lunches as part of a broader initiative to keep the team engaged and mentally healthy. Even these small initiatives can make a big difference in fostering a supportive and cohesive workplace culture where mental health is taken into consideration as an important factor in
After the COVID-19 pandemic catalysed significant disruption in workplace norms, particularly around work-from-home policies, Greycoat Real Estate has adopted greater flexibility in working arrangements. While the team predominantly works from the office, there is now an understanding and acceptance of more flexible work setups, including options to work from home. This adaptation reflects a recognition within management that rigidity when it comes to these policies is no longer viable in the modern workplace landscape.
Looking ahead, Greycoat Real Estate plans to expand the mental health first aider program within the company. This includes training additional team members, ensuring that as the company grows, there are multiple supports available to address the needs of all employees effectively.
Aligning corporate objectives with workplace culture
Overall, Greycoat Real Estate’s approach to mental health illustrates how integrating mental health initiatives can be a thoughtful process that aligns with and enhances a company’s existing values and culture. By viewing these initiatives as a means to fulfil corporate objectives—such as improving employee satisfaction, enhancing productivity, and maintaining a competitive edge—business leaders can seamlessly incorporate mental wellness into their strategic planning, supporting their workforce while also strengthening the overall foundation of the company.
Research from the Mental Health Foundation suggests that mental health issues cost UK employers up to £45 billion each year—a staggering sum that accounts for lost productivity due to factors such as absenteeism, presenteeism, and staff turnover. Businesses in the UK must do the work to identify and improve mental health outcomes within their company, and their leaders must recognize that this is an imperative step to operating a forward-thinking business that has longevity and success.
