Addressing mental wellness in the Utah workplace
Mental health concerns may not be easy for some to talk about in the workplace. At times, it could even be the workplace itself that could be part of the concern. This is an issue that has come to the forefront in the pandemic response.
According to the National Institutes of Health, factors such as job insecurity, long periods of isolation, high levels of job strain and the uncertainty of the future all can lead to an increase in mental health conditions.
A recent story in Utah Business puts a human face to this problem, as a leader in the state’s business community advocates for making mental health services an everyday part of the workplace, not just something that gains attention due to a national crisis.
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A pandemic that goes beyond COVID-19
The report from the NIH calls this period in time a “psychological pandemic,” and it makes sense. With the coronavirus still prevalent, infrastructure should be in place to address all kinds of public health issue in the workplace.
In their conclusion to their report, the NIH suggests that leaders implement resilience training programs — for both their employees and themselves — in order to better address mental health. Other suggestions they have include monitoring employees’ mental health in some way, looking for signs and symptoms that might indicate an issue.
“The use of coaching psychology can be considered a valid strategy to lower burnout levels,” the NIH writes. “It creates a safe environment in which individuals can feel free to discuss their professional development and understand how to improve their resources to overcome obstacles.”
Misty Frost, the CEO of Carrus, a healthcare career education company, writes in Utah Business that the response to COVID-19 is a great time to normalize conversions about mental health in the workplace.
“This past year has impacted everyone both personally and professionally,” Frost writes. “The upheaval of life as we knew it, combined with the malaise caused by an extended period of time in lockdown, has caused some employees to become very direct when asking for help and support for personal issues.
Getting help from the experts
One technique Frost advocates for is relying on qualified health professionals. At the same time, she also thinks it should be a consistent source of information, and not just in a single context like a performance review.
“Soliciting regular feedback through workplace surveys, 1:1s, and through managers and HR business partners is more important than ever,” Frost writes. “The challenges employees and their households face deserve our support.”
The promotion of these resources is as important as their implementation. Frost said that she encourages her leadership team to talk often, and through every available channel, to fellow employees about mental health resources. This also includes what she calls “regular pulse surveys,” in order to gauge what’s directly happening with staff members.
She cites newer technology companies — including some in the Beehive State — as sources that provide digital access to counseling. Sites such as Happify, Calm and Talkspace are among those leading in this arena.
“No matter what is offered, it’s important to remind people of what’s available early and often, and gather feedback about what people need along the way,” she writes.
Frost identifies tactics leaders can employ to advocate for better mental health: listening, taking action and follow-up communication.
“In what has been an incredibly challenging year, making mental health and workplace resources part of an ongoing conversation is not only the right thing to do, it is crucial for employee and workplace wellbeing,” she writes.
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