Living through a pandemic has taken its toll on the nation’s psychological wellbeing, with Mind stating that it will leave a ‘deep and lasting scar on the mental health of millions’. To ensure employees are supported, organisations will need to review their mental health strategies.
“It’s been an exceptionally challenging time for everyone,” says RedArc managing director Christine Husbands. “Many employees have been thrown into home working, while key workers have been stretched to the limits. There’s been massive upheaval for everyone.”
Mental health check-up
This pandemic-induced upheaval has manifested itself on employees’ mental health in many different ways. More than half – 59 per cent – of people surveyed by Mind during the pandemic said their mental health had got worse, with those with existing mental ill health more likely to experience this. Mind’s research found 65 per cent of those with existing mental health conditions cited a deterioration, compared with 51 per cent among those with no experience of mental health problems.
A similar picture can be seen in Bupa’s 2021 Workplace Wellbeing Census, as Bupa commercial director Mark Allan explains: “The pandemic has been positive for some people, especially where they’ve benefitted from greater flexibility and a better work life balance, but we also found that 61 per cent of the 4,000 employees surveyed believe the crisis has had a negative effect, with young people the most likely to have been negatively affected.”
Condition crisis
The pandemic has increased all mental health conditions. More people are suffering from depression, with younger people, women and disabled and clinically vulnerable most at risk.
Anxiety is also on the up, with this fuelled by everything from concerns about catching Covid-19 through to job security and financial worries. “People are feeling more anxious and we’re still seeing this as more normality returns,” says Aon head of wellbeing solutions Charles Alberts. “Everyone has had to draw on their resilience resources like never before.”
Insurers have also seen higher levels of calls with, as an example, Bupa reporting a 50 per cent increase in calls about anxiety problems through its mental health services.
Husbands also expects to see more complex mental health conditions. “Many people have experienced loss during the pandemic, whether of a loved one or their liberty,” she says. “There are also more people suffering from post-traumatic stress disorder, especially where they’ve worked on the frontline. Grief became more complicated too, with people unable to be with their loved ones or hold a traditional funeral. It will take time for these issues to be resolved.”
Constant change
Further pressures are also likely. Furlough has ended, creating uncertainty around jobs and household incomes, and fears remain about a new variant or a return to lockdown. “We need to be wary that it’s not over yet,” says Eugene Farrell, mental health consulting lead at Axa Health and chairperson of the EAPA UK. “If there’s another setback, just as we’re getting back to normal, it will erode resilience and hit people hard.”
Even without a setback, many employees are undergoing considerable change, either through a return to the workplace or the adoption of hybrid working. Commutes can spark anxieties around travel and crowded spaces while remote working can fuel issues around isolation and digital wellbeing. “Employees are experiencing video conferencing fatigue,” adds Farrell. “It’s not natural to stare at people for long periods of time and there’s a worrying trend towards back-to-back calls. This higher cognitive load can lead to burnout.”
There are also management issues with remote working. The blurring of home and work can make it harder for employees to switch off, so presenteeism becomes an issue. It’s also harder to identify when someone’s struggling over the phone or a video call, potentially preventing them getting the support they need.
Cultural revolution
Given the scale of the issues being faced, a joined-up approach to workplace mental health is essential. At its heart, organisations must ensure they have a supportive culture as this will encourage employees to access help and be open about any issues they’re facing.
Allan says it’s really important for employers to go the extra mile and show they care. “Before the pandemic, it was much more about reacting to employees’ mental health issues. Now, it’s about making sure the organisation doesn’t contribute to their problems,” he says. “Every corporate client is asking about mental health and wellbeing: it’s in the top three to five things to discuss.”
Building on some of the practices adopted during lockdown can help, with Farrell pointing to the wellbeing check-in that became part of many video calls. “It can’t just be a tick box exercise; it must be human and authentic,” he adds. “Line manager training is available, which can make them more effective at asking the right questions when managing staff remotely.”
With remote working so much more common, organisations should also address digital wellbeing. Setting rules around video calls and when emails should be sent will help to prevent mental health issues associated with the always-on culture.
Workplace support
A supportive culture is a major bonus but with NHS mental health services under pressure, employers may want to provide additional support for employees seeking help. Farrell says employers need to manage the whole mental health continuum. “Organisations need the right tools to support staff,” he says. “This runs from awareness to employee assistance programmes (EAP) and finally, to treatment through a medical insurance scheme.”
Husbands agrees. She’s concerned that organisations are seeing some of the free services as a solution for their employees’ mental health problems. “I’ve seen people turned away from EAPs because their condition doesn’t fit six sessions of counselling,” she explains. “An EAP is great for mild to moderate conditions but an employee with a complex mental health condition needs more long-term support.”
The need for an audit of mental health benefits is even more pressing as insurers added all sorts of free support during the pandemic. “Employers need to do a thorough review of all the employee benefit support they have for mental health,” says Alberts. “Are they supporting all the key areas, from prevention through to treatment and ongoing support? Is there any duplication? Advisers can help with this exercise, identifying gaps and recommending new services.”
In particular, he would like to see more offered around prevention. “The market already offers a lot for diagnosing and treating issues,” he says. “If we could provide employees with a way to help them monitor and engage with their mental health, this would be beneficial. There’s a lot of demand from employees for this type of service.”
With so many people’s mental health affected by the pandemic, and issues likely to last long after Covid-19 has been brought under control, employers have a real opportunity to build on its raised profile and provide access to appropriate support.
