Category Archives: Mental Health at Work

Law, Mental Health, Mental Health at Work, News

Legal Network Launches Initiative on Mental Health Awareness Week to Rescue Isolated lawyers

A legal support network has launched a dedicated well-being service tailored for lawyers struggling with burnout and poor mental health.

The National Legal Alliance, established to combat loneliness during the pandemic, has unveiled a groundbreaking initiative called métier legal lifestyle protect – which aims to help lawyers navigate strains of solitude and mental health challenges amid the demanding rigors of their profession.

The service, launched alongside Mental Health Awareness Week on 13th May, focuses on holistic health while embracing both mental and physical well-being in one accessible platform.

The organisation is hoping to expand the service to include discounted gym memberships, healthy recipes, and a charity partnership that will encourage lawyers to take care of their minds and bodies.

Andrew Byrne, a qualified solicitor and founder of the National Legal Alliance, said: “The attitude towards mental wellbeing for lawyers is definitely improving compared to how things were when I started practising law almost 30 years ago.

“Back then lawyers probably took themselves too seriously. There was a lot of pressure and not a lot of time for socialising or relaxing. You couldn’t switch off from thinking about cases you were working on.

“Burnout was common, and I even had to take six months off at one point to recover from being so exhausted.

“Mental health wasn’t talked about then but now it is, which is something we want to focus on.

“One thing we have noticed is that there is a lot of isolation, especially for smaller firms. It is healthy to go out and have a laugh with people who know what you’re going through. That’s what we try to achieve.”

Mental health is a big issue for people pursuing a career in law.

In 2021, Law Care shared that 69% of 1700 lawyers questioned had experienced mental health difficulties in the last 12 months, however only 56% of those spoke about it at work.

Similarly, research conducted in 2018 by consulting firm BetterUp found that lawyers ranked highest for loneliness, and a follow up article by the Washington Post shared that 61% of lawyers rank “above average” on the UCLA loneliness scale.

Loneliness in legal professions can be caused by a number of factors including a high workload, not being able to discuss cases and stigma surrounding the job.

The National Legal Alliance, originally the Northern Legal Alliance, was founded during the pandemic to provide support to a network of legal service providers.

Among its array of member benefits, the service extends aid and support in areas such as business development, marketing, networking, and more.

Mick Eardley, Sales and Marketing Director, said: “When COVID came about, it was suddenly really obvious how important your personal network was. We wanted contact with the people we were close to.

“I really struggled. I didn’t realise how important going to work, or having lunch with a client, or going to an event was until it stopped.

“It felt like my whole framework, my whole routine, had been ripped away from me.”

The group later opened up to law firms, giving them discounted access to a network of providers, community lunches, conferences, and more.

The Alliance has grown since its inception in 2020 to include over 40 law firms, whose members meet regularly across the country to help them step away from their desks, build friendships and network.

Mick added: “We’ve found lawyers often socialise within their business, but they very rarely get outside of that.

“That’s why our lunch events are popular. People can get out of the office and something comes of those conversations.”

The organisation has also recently partnered with legalCadre which helps law firms develop people focused strategies that enhance culture, engagement, and wellbeing.

Jane Gilchrist, director of legalCadre, said: “When your employees feel valued, included, recognised, and supported, they are motivated and productive.

“Creating a positive work environment creates a positive impact on connection, collaboration, engagement and wellbeing which in turn has a positive impact on how they interact with clients, and ultimately improves results.”

Bereavement, Mental Health, Mental Health at Work, News

‘Mum on a mission’ boosts compassion at work after devastating loss

A mum who was told to ‘just crack on’ by bosses the day her former partner died is spearheading moves to improve bereavement support at work.

Emma Tomes, 42, has dubbed herself ‘a mum on a mission’ to drive the message home that empathy and compassion should be uppermost in employers’ minds when employees are hit by the loss of loved ones.

Emma’s former partner and dad to her son, then aged 12, died by suicide, aged 31, in 2010. She was called to Poole Hospital where he was taken before he died.

‘Take today off as holiday, just come in and crack on tomorrow’

When Emma, of Bournemouth, Dorset, contacted her then manager, they said she should take that day as holiday, to ‘just crack on’ by coming back to work the next day.

Emma said: “It’s all a blur but I do remember being badly affected by my manager’s words. In the midst of such enormous trauma, I was left reeling at how anyone could be so insensitive. They could have shown so much more care.

“I went back to work the next day as requested, as I couldn’t afford to lose my job and looking back, I didn’t feel resentment or anger at the time, it was all too much to take in, but since then I have channelled anger that has grown into a commitment to ensure other managers can do things right and say helpful things.

‘Go Get Some Resilience’ is not a helpful approach

“Later, at work I was also told I had too much emotional baggage and that I should just go get some resilience – this was when my mum was diagnosed with terminal cancer and my mother-in-law diagnosed with Alzheimer’s.

“Sadly, I know my experience isn’t that rare, even all these years later.

“Research by the Centre for Mental Health shows that one in six UK employees suffer depression and/or anxiety each year – both of which are a prevalent result of grief. Studies from The Health and Safety Executive have also revealed that some £35 billion is lost by UK companies due to employees’ emotional health problems.

“That’s why I am on a mission to support companies and organisations who care for their employees to not just find the right words at such a crucial period at the height of grief, but also to establish meaningful ways to genuinely be there for people.

“We all know that employees who feel supported and valued are more satisfied and productive at work and there is no more urgent time to be there for them than when they are grieving.”

Employers can learn to better support employees through loss

Emma’s experience drove her on to take voluntary redundancy from her job as a learning and development consultant and retrain as a coach to help people suffering from emotional health difficulties, often also caused by grief. Four years on, she is now leading a team of other freelance trainers, coaches, and counsellors as The Mental Health People.

She said: “Lots of people we work with have told us they have struggled at work after bereavement, HR teams have explained that loss can often be the catalyst for grievances and tribunals and managers themselves don’t feel confident or comfortable in knowing what to do when the worst happens.

“I have now collaborated with my team at The Mental Health people to provide a meaningful course for managers’ training that can really make a difference.

Mental Health Support: Good For Employees, Good for the Bottom Line

“We need managers to embrace compassion and support in a way that means their colleagues don’t have to suffer even more when they are already coping in what can already be extreme circumstances, we need the founders and directors to invest in their workforce and we need greater understanding of how debilitating grief can be.

“For those thinking more about their bottom line than their employees’ wellbeing, they should be assured that a study by Deloitte found that for every £1 invested in mental health support in the workplace, there is an average return of £5 in improved productivity and reduced absenteeism.”

You can find out more about Emma’s work at https://mentalhealthpeople.com/training-course/mental-health-training-for-managers

Need a wellbeing boost you can spark all by yourself?

Emma offers the following tips – ahead of Mental Health Awareness Week, which starts on Monday, May 13.

  1. Step away from the keyboard and switch off that smartphone: Find a healthy balance with technology. Set boundaries around screen time, especially social media, and use apps that promote relaxation and mental clarity, like meditation or gratitude journals.
  2. Unleash your crafty imagination Explore art therapy as a means of self-expression. Engage in painting, sketching, or collage-making to process emotions and rediscover creative passions.
  3. Tantalise your tastebuds: Experiment with cooking or baking new dishes that excite your palate. Use cooking as a form of self-care and enjoy the therapeutic benefits of preparing nutritious meals.
  4. Step into new friendships: Foster connections with like-minded people through virtual meetups or local community groups. Share experiences, support each other, and build meaningful relationships.
  5. Find time to reflect through journalling: Dedicate time to journaling as a tool for self-reflection. Write about your thoughts, feelings, and aspirations to gain clarity and cultivate self-awareness.
  6. Delve into podcasts: Listen to podcasts that cover topics like health, self-care, and personal growth. Engaging with empowering content can uplift your spirits and inspire positive change.
  7. Go outdoors: Plan outdoor activities such as hiking, biking, or gardening. Spending time in nature has profound benefits for mental health, promoting relaxation and reducing stress.
  8. Laugh your socks off: Embrace laughter therapy through comedy shows, funny movies, or laughter yoga. Laughter is a natural mood lifter and can strengthen emotional resilience. Will Ferrell, Sarah Millican, and the much-missed Robin Williams can be your new best friends.

For more information, please contact Emma: Emma@mentalhealthpeople.com or call her on 07969 579108

Absence Management, Mental Health, Mental Health at Work, News

Navigating stress and burnout in Operational Research

April is Stress Awareness month, an annual event organised by the non-profit organisation Stress Management Society to increase public awareness about stress, often seen as a modern-day epidemic.  In this article we explore the rise of stress in the workplace and offer tips for how organisations can support staff dealing with stress and burnout.

A global report[i] last year suggested that stress and burnout are the greatest risk facing organisations in 2024. The Workforce Resilience Council’s international SOS’ latest annual risk outlook highlighted that 80% of senior risk professionals predict that burnout will have a significant impact on employees this year.

In January, the chief executive of the charity, Mental Health UK, Brian Dow warned the UK risks becoming a “burnt-out nation” with a “worrying number of people” taking time off due to poor mental health caused by stress[ii].

 

According to the Health and Safety Executive (HSE)[iii] , 1.8 million workers suffered from work-related ill health in 2022/23, with about half of the cases down to stress, depression or anxiety. What’s more, stress comes at a major cost for businesses –  a report by Deloitte[iv] in 2021 estimated the annual cost of poor mental health to UK employers has increased by 25% since 2019, up to £56 billion per year.

 

Stress levels in Operational Research

Stress can place immense demands on employees’ physical and mental health and affect their behaviour, performance and relationships with colleagues and, in the field of operational research, professionals have the propensity to suffer stress.  In Operational Research, people are working at a high academic level solving complex issues.  The demands of modelling, optimisation, and simulation, combined with the need to stay abreast of industry advancements, can create an intense work environment. Tight deadlines, high expectations, and the responsibility of providing actionable insights for real-world challenges contribute to the pressure cooker that OR professionals often find themselves in.

Additionally, the nature of the job, which involves intricate mathematical work and addressing multifaceted problems, can lead to mental fatigue and exhaustion over time. Burnout not only affects individuals but can also hamper overall team dynamics and the quality of output. Therefore, organisations need to ensure they have robust strategies and processes in place to mitigate the risks of stress and burnout.

 

Navigating stress and burnout in the OR world

 Stress is something most people feel at one time or another when dealing with the challenges of life. The NHS[v] highlights that during periods of stress the body releases a hormone called adrenaline (often called the “fight or flight” hormone), which usually gives people a boost or motivates them to act quickly. While sometimes this can enhance a person’s performance, it can be damaging if stressful periods become the normality.

 

What are the signs of stress to look out for? 

 The HSE[vi] highlights that if employees acting differently, it can indicate they are stressed. The signs for managers to look for in teams include arguments at work; higher staff turnover; more sickness absence; decreased performance and more complaints and grievances. Other signs are a change in how someone thinks or feels such as mood swings; being withdrawn; loss of motivation, commitment and confidence; and increased emotional reactions such as being more tearful, sensitive or aggressive.

 

Emma Capper, UK Wellbeing Leader at employee benefits firm, Howden Employee Benefits & Wellbeing said, “The key is being able to spot these signs and put the right interventions in place early is essential to preventing issues from escalating. Most jobs involve some level of stress, but when the impacts are compounded by lack of support and resources, tight deadlines and long hours, burnout can be the result.”

 

Tips for managing stress and burnout in the workplace:

 Howden has put together a free guide for tackling employee stress and burnout, which organisations can download by visiting: www.howdengroup.com/uk-en/employee-burnout. Here are some of the top actions they suggest:

 

  1. Invest in line manager training– managers are the first line of defence and training them to spot the early signs of stress is imperative.
  2. Speak to the affected employee – find out more about the reasons behind stress and burnout. It could be related to the workplace (volumes, pressures, and prioritisation), home life (having young children or caring for an elderly relative) or something else. A good understanding of the issues means that line managers, HR or employers can help.
  3. Train mental health first aiders– these are dedicated people within the organisation who employees can go to for practical support and advice.
  4. Introduce Wellbeing Action Plans– when a mental health condition is identified set up a plan. This tool allows line managers to help employees – and employees to help themselves.
  5. Offer flexible working – Making reasonable adjustments at work for an employee suffering with their mental health is important and employees have a legal right to ask for changes to be made to their job or workplace. Hybrid, part-time, flexi-time or condensed hours may support a better work-life balance.
  6. Use free resources– there is a wealth of information readily available. For example, the mental health charity, Mind has free resources which can be shared with managers and employees, including guidance for managers on how to support staff experiencing a mental health problem.
  7. Mind and body sessions– introduce sessions on mindfulness, massages or stress management techniques, plus encourage exercise which is a great stress reliever. Discounted gym membership or suggesting activities such as lunchtime walks or company-wide fitness challenges to support teamwork and collaboration are a great idea. Line Managers could also adopt walking 1-2-1s as a way of supporting physical activity whilst checking in with employees.
  8. Check and promote what’s already available– Critical Illness, Private Medical and Group Income Protection policies often offer a range of services that provide mental health support for employees when they need it most. Most also offer Employee Assistance Programmes (EAPs) which are designed to support the physical, mental and financial wellbeing of employees, that include telephone and often face-to-face counselling.

 

In embracing Stress Awareness Month, organisations can take proactive steps towards fostering healthier work environments. By initiating conversations, implementing supportive measures, and utilising available resources, companies can pave the way for enhanced well-being and productivity. Let’s turn Stress Awareness Month into a catalyst for meaningful change in how we address stress and burnout in the workplace.

For more information on Stress Awareness Month, visit: www.stress.org.uk/national-stress-awareness-month.

—

References

[i] https://www.strategic-risk-global.com/people-risk/burnout-is-the-greatest-risk-facing-organisations-in-2024-how-to-tackle-it/

[ii] https://www.theguardian.com/society/2024/jan/22/mental-health-uk-burnt-out-nation#:~:text=Mental%20Health%20UK’s%20chief%20executive,are%20complex%2C%E2%80%9D%20he%20added.

[iii] https://press.hse.gov.uk/2023/11/22/hse-publishes-annual-work-related-ill-health-and-injury-statistics-for-2022-23/

[iv] https://www2.deloitte.com/uk/en/pages/consulting/articles/mental-health-and-employers-the-case-for-investment.html

[v] https://www.nhs.uk/every-mind-matters/mental-health-issues/stress/

[vi] https://www.hse.gov.uk/stress/signs.htm

HR, HR News, Mental Health, Mental Health at Work, News, Wellbeing News

April is Stress Awareness Month

With 17.1 million working days lost to stress, depression and anxiety in 2022/23, WorkNest experts explain how to manage an employee who is off for work-related stress and urges employers to prioritise mental health in the workplace

April is Stress Awareness Month and with stress, depression and anxiety accounting for almost half of all work-related ill-health cases (49%), it is clear that effective strategies for dealing with workplace stress are urgently needed.

WorkNest, the employment law and HR specialists who support 40,000 organisations across the UK, handled an average of 3,000 sickness absence related enquiries every month in the past year. In line with the HSE’s statistics, it calculates that around half of these cases are specific to employees suffering from stress, anxiety or depression. A particular area of concern for employers is how much contact to maintain with an employee who is off with work-related stress.

Keeping in touch  

Whilst there is no law to prevent an employer contacting an employee who is off work due to stress, employers are understandably apprehensive about exacerbating what can already be a sensitive situation. Furthermore, there is legislation which can be relevant when managing an employee who is absent because of stress, such as the Equality Act and the Health and Safety at Work Act.

For employers who find themselves in such potentially challenging scenarios, Lesley Rennie, Employment Solicitor at WorkNest, has the following advice to enable businesses to support their employees, whilst meeting their legal duties:

  1. Ensure policies and procedures on managing sick leave are up-to-date and are communicated to all employees
  2. Maintain a reasonable amount of regular contact with the absent employee to demonstrate concern and gather updates on their health status
  3. Strike the right balance of communication and review this regularly in partnership with the employee
  4. Request medical documentation from the employee to verify extended sickness absence and better understand their situation
  5. Conduct a return-to-work interview to discuss the reasons behind the absence and offer support if needed
  6. Consider workplace adjustments to facilitate a smooth transition back to work such as shorter hours or flexible working

Prevention is better than cure

With 17.1 million working days lost to stress, depression and anxiety in 2022/23, the experts at WorkNest are urging employers to emphasise wellbeing in the workplace to help prevent their employees from being signed off for stress in the first place.

Susan Doran, Health and Safety Consultant at WorkNest, says:

“We really need a shift in mindset to focus on a broader sense of health in the workplace, not just occupational diseases and safety. We would encourage employers to apply the same urgency to mental health in the workplace as they do to accident reduction.

“Health and safety legislation has traditionally emphasised an employer’s obligations in regard to safety but we have seen a notable shift towards protecting overall health with the Health and Safety Executive spotlighting mental ill-health in its 10 year strategy. We may therefore see a clamp down on employers who neglect how their workplace environment is contributing to poor mental health.

“Clearly employers should be cognisant of their legal duty to assess the risk of work-related stress. It is also important however, that they recognise the wider business benefits of creating initiatives and processes centred around individual wellbeing such as increased productivity, decreased absenteeism and a lower staff turnover. Beyond complying with regulations, fostering a mental healthy workplace is not just a legal obligation but a moral imperative.”

Steps to better manage stress in the workplace

The key to dealing with stress is tackling the problem early, as this may reduce the impact on the employee. Susan advises employers to take the following actions to better manage stress in the workplace and ready themselves for the HSE’s renewed focus on mental health.

1. Implement a policy
Implement a comprehensive stress management policy which fosters a collective commitment to identifying, addressing and managing stress in the organisation.

2.  Provide training
Provide training so that managers are able to identify signs of stress in the workplace and equip them with the tools to address stress at the earliest opportunity.

3. Collect data
Collect data on stress-related sick-leave to better understand what factors may be contributing to stress.

4.  Empower managers with Talking Toolkits
Utilise the HSE’ Talking Toolkits designed to help line managers have simple, practical conversations with employees about stress. These are particularly useful for smaller organisations to gather the sort of data that larger organisations may obtain through surveys.

5.   Conduct risk assessments
In instances where an employee has communicated their struggle with stress, it’s imperative for the employer to conduct a risk assessment and promptly implement relevant control measures to provide support. There are various ways stress can be managed, but the HSE Management Standards document outlines 6 key stressors and gives examples of how these stressors can be addressed.

Mental Health, Mental Health at Work

How employers can help staff suffering with conditions like bulimia, anorexia and other eating disorders

Reecord numbers of people are now suffering with eating disorders -and for many it can make going to work incredibly difficult.

Offices and workplaces can be triggering environments – often making it harder for co-workers who might be worried about saying or doing the wrong thing.

Counsellor and author Lynn Crilly, who specialises in helping treat people suffering eating disorders, always encourages her patients to try and return to work when they are well enough.

But she says more education and awareness is needed across many workplaces about how to best support those suffering conditions including bulimia and anorexia.

Lynn, the author of Hope With Eating Disorders,2nd Edition, said: “It is one thing being concerned about someone at work, but quite another knowing what to do about it. Remember that anyone at work has the right to privacy and, regardless of your relationship with them, sharing your concerns with others may breach this confidentiality. If your company has a human resources department, this may well be the best place to take your concerns.

“Whether or not someone in their team shows any signs of an eating disorder, or indeed any other mental illness, employers should feel a responsibility to make their workplace as open and supportive as possible – and that means doing the right thing as well as saying the right thing. Employers, line managers and human resources teams should, if possible, send out a strong signal that their staff’s mental health is valued, and that people can feel confident that raising issues about an eating disorder will be supported in a non-judgemental way and not discriminated against.”

Lynn also believes the rise in the number of people working from home is potentially exacerbating the issue

She explained: “Many might now be suffering in silence, working remotely and away from colleagues who would otherwise be there to provide care and support.

“Although being in a work environment can be a challenge for anyone suffering an eating disorder it is also an opportunity to make that first step towards recovery.

“Working from home can allow a sufferer to hide away and not get the help they need.

And it is harder from a caring and responsible employer to see the signs – and step in.”

 

BREAKOUT How employers can better support staff living with an eating disorder:

Lynn says:

Allowing employees to speak up, to voice ideas, to play a part in the direction of the company will reassure them that what they say matters. If and when in future they need the support of their employer, they will feel more confident that they are likely to get it.

Being a considerate employer, creating opportunities for creating and learning, and encouraging regular one-to-one meetings and mentoring will also help build trust and give employees somewhere to turn and raise concerns if they need to.

If an employer or manager finds out or suspects that an employee has an eating disorder, the crucial first step is to give them the chance to talk honestly and openly in a safe space, and this should continue if they take time off sick. They should ask what their employee needs, such as an extra break or time off for counselling or medical appointments, and make reasonable adjustments to help. It is also important to remember that everyone’s experience of mental health issues is different, and the support provided to employees should – as much as possible – be tailored to that individual’s needs.

It is not an employer’s job to be a therapist to someone in their team. Instead they should provide the individual concerned with access to information which they can use to get the support they need. This may include details of a confidential telephone service or details of one-to-one counselling sessions with a qualified therapist.

Promoting well-being at work:

In addition to providing an open and supportive environment at work, employees – and businesses themselves – will also reap the rewards of a workplace that actively promotes and encourages well-being. From providing strong managerial support to introducing well-being activities such as yoga or meditation, a responsible and caring employee can have a truly positive impact on its team’s mental health and happiness.

As well as looking at the messages that their attitude gives out, employers should also consider how the physical environment of the office may have an impact on those struggling with disordered eating. Are there suggestions or posters that put an undue focus on weight or body image, for example? It is also helpful to think of the culture around eating and lunchtimes. Are colleagues encouraged to eat together or is there an unspoken expectation of eating at desks or not taking a break at all?

And finally creating a working environment that promotes a good work/life balance is absolutely vital for good mental health. Recognising when someone feels overworked, under-valued, lonely or disrespected reflects an employer who cares about their workforce. Promoting discussions about wellbeing and mental health is also important. It shows that these are not taboo subjects and means employees will feel more able to raise their own issues or concerns more quickly.

Employee Benefits, Finance and Banking, Mental Health, Mental Health at Work, Wellbeing News

New Benchmarking & Insights report from Howden reveals mental health is the top concern for asset management firms, plus predictions for 2024

Mental health is the biggest concern for asset management firms, according to a new ‘Benchmarking and Insights Report’ from Howden Employee Benefits & Wellbeing (Howden), and two in three firms offer specific initiatives to support mental health.

Physical wellbeing is of equal importance; however, the report showed that just 35% of firms ranked financial wellbeing as a priority.

The research was conducted with 174 companies within the asset management industry of different sizes – small firms with less than 20 employees; mid-sized firms between 20-99 employees and large firms with 100 plus employees.

Other key findings included:

 

Wellbeing

  • Addressing stress and resilience were pressing concerns across all organisations, and the number one priority in large firms.
  • In mid-sized and small firms, ensuring a good work-life balance is the top priority.
  • Other important wellbeing areas are sleep, ranked third by large firms, along with nutrition, physical inactivity and musculoskeletal issues.

 

Technology

  • 57% of asset management firms do not currently use benefits technology but are considering using it in the future.
  • 16% offer a discounts portal and 16% have a flexible benefits platform.

 

Communications

  • Face-to-face presentations are the top preferred employee benefits communication channel.
  • Most companies lack a dedicated communications budget – which is a missed opportunity to ensure staff fully utilise and appreciate benefits.

 

Private Medical Insurance (PMI) and Risk Benefits

  • All firms offer PMI as standard to all staff; but 72% offer PMI to staff and dependents, reducing employee stress and anxiety related to family healthcare needs.
  • 20% of firms offer both UK and international PMI, which is becoming more common.
  • Majority of firms expect PMI costs to increase by 10%, but the reality is this is expected to increase by 25-30% for a standard renewal.
  • 97% offer life insurance, 86% income protection, but only 28% critical illness cover.

Robbie Weston, Executive Director, Asset Management at Howden Employee Benefits & Wellbeing said: “Asset management employees are highly skilled and expect high quality benefits.  Our report shows that firms are increasingly aware of their employees’ wellbeing and mental health and the effect it can have on their performance, the culture and the overall employee experience.

“It is also interesting to note that PMI is a standard offering to all employees across firms; however, PMI alone does not provide comprehensive cover in times of need and in times of hardship. Employee benefits, such as critical illness cover and income protection, can play a major role in strengthening benefits packages. Despite this, financial wellbeing seems to be the least important concern, with greater emphasis placed on mental and physical wellbeing.

“It’s good news that more companies offer mental health support. Some though may assume their mental health provision is well catered for by PMI, but this is most often used to treat conditions rather than prevent symptoms. Companies should continue to invest in preventative care and ensure they communicate their benefits effectively to maximise support for staff.”

 

Robbie outlines five key benefit trends for asset management firms in 2024:

  • Mental health is the area of most concern and firms will be looking for solutions in 2024 to continue supporting their staff in this critical area.
  • Increasing numbers will adopt benefits technology to support a better employee experience and increase engagement with their benefits package. This goes hand in hand with improving communications.
  • More firms to offer an International PMI (iPMI) solution to their globally mobile employees. Having both a UK domestic and iPMI solution ensures firms can offer employees the most relevant medical insurance for their requirements.
  • Providing additional support outside of insured medical benefits in key areas such as menopause, mental health and private GPs will be on the rise.
  • Increasingly firms will be looking to provide benefits that “look and feel” like they are provided by larger companies while their employment comes with the advantages of working in a smaller or mid-sized company.

 

Robbie Weston adds: “Employers continue to demonstrate a commitment to providing comprehensive benefits packages to their employees. Our report reveals that asset management firms provide significantly better benefits than many other companies, although smaller firms with lower headcounts, may not offer the same range of benefits and or communicate in the same way as their larger peers.

“Most companies don’t have a communications budget. This could be an area for improvement across the sector as having a dedicated budget for communicating their benefits would help to ensure staff fully utilise and appreciate them. As the war for talent continues, firms are focusing more on the employee experience they offer and the tools they use to communicate the reward and benefit programmes. Without a proactive approach though, firms run the risk of their benefits being their best kept secret.”

 

To read the Benchmarking and Insights report in full, click here.

 

Howden has developed a range of benefits designed specifically for new or growing asset management firms. It includes all the core benefits with the added opportunity to access the market for dental, travel and other benefits. This unique offering gives start-ups the chance to match the benefits provided by their larger competitors.

Mental Health, Mental Health at Work, News

The Future of Therapy: Embracing the Convenience of Online Sessions

In the modern world, we’re all looking for ways to make our daily lives more convenient. From online shopping to virtual meetings, technology has made it easier than ever to get things done from the comfort of our homes. And now, this same convenience is available when it comes to therapy. With online therapy sessions from Help to Heal, you can talk with a licensed professional therapist from the comfort of your own home anytime that’s most convenient for you.

 

Online Therapy Offers Accessibility and Flexibility

The future of therapy is rapidly evolving with the convenience of online sessions. One major benefit of online therapy is the accessibility and flexibility it offers. With online therapy, clients no longer have to worry about scheduling issues or travel time to see their therapist.

Instead, they can access therapy from the comfort of their own home or any location with internet access. This feature greatly benefits individuals who live in remote or rural areas where mental health resources are scarce. Additionally, online therapy allows clients to schedule sessions at times that are most convenient for them, such as early morning or late at night, which can accommodate busy work schedules or family obligations.

 

Digital Platforms Enhance Patient Privacy

Unlike traditional therapy sessions, online sessions can be conducted from the privacy of a patient’s own home or other preferred location without the need to travel to a physical office. This can be especially beneficial for individuals who may feel uncomfortable or stigmatized by seeking therapy in person. In addition, many online therapy platforms offer secure messaging systems and encrypted video sessions to ensure that patient information remains confidential and protected.

 

Teletherapy Allows for Remote Care

Teletherapy is revolutionizing the world of mental health treatment by offering the convenience of remote care. With teletherapy, patients can access therapy sessions from the comfort of their homes using video conferencing technology. This has opened up new opportunities for individuals who may have difficulty accessing traditional in-person therapy due to geographic location, mobility issues, or other barriers.

Additionally, teletherapy sessions can be scheduled during convenient times, allowing for greater flexibility. As technology continues to improve, it’s likely that teletherapy will become an even more prominent and widely used form of mental health treatment in the future.

 

Virtual Sessions Reduce No-Show Rates

This is due to the convenience and accessibility of online sessions, which remove many of the traditional barriers to attending appointments. Patients no longer need to worry about travel time, traffic, or finding parking, which can be a major deterrent to attending in-person appointments.

Online sessions also provide more flexibility in scheduling, allowing patients to easily find a time that works with their busy schedules. Additionally, virtual sessions provide a level of anonymity and privacy that can make patients feel more comfortable sharing personal information.

 

E-Therapy Is Transforming Mental Healthcare

The world of mental healthcare is undergoing a revolution with the rise of e-therapy. Online therapy sessions are giving clients the convenience and accessibility they need to take control of their mental health and well-being. E-therapy eliminates many of the barriers that can prevent people from seeking traditional in-person therapy, such as scheduling conflicts, transportation issues, and stigma.

With the ability to communicate with a licensed therapist from the comfort of their own home or office, clients are more likely to follow through with their treatment plans and make progress toward achieving their goals. As technological advancements continue to drive the growth of e-therapy, mental healthcare providers must embrace the convenience of online sessions to better serve their clients and remain competitive in the industry.

 

Mental Health at Work, News

Employees seek financial wellbeing support at all ages

Financial wellbeing is becoming a workplace priority with the latest survey from Punter Southall* revealing that 38% of HR professionals said poor financial wellbeing affects their employees.

Only 11% felt their 50-something colleagues were affected by poor financial wellbeing, highlighting a common misconception that older workers are more financially astute.

Other key findings showed that pensions, followed by flexible working and mental health support are the three employee benefits HR teams their employees valued the most.

Punter Southall Aspire’s CEO Steve Butler said: “Wellbeing is on everyone’s mind. As the cost-of-living crisis escalates, employers have come under increasing pressure to support their staff.  Financial concerns can affect all age groups and incomes and very few people are immune to the extraordinary rise in costs we are experiencing right now.

“Whilst some businesses recognise this, our survey showed others felt it was only younger workers affected by poor financial wellbeing. This isn’t true. Older workers moving closer to retirement have less time to save, and many aren’t as financially clued up as some might expect

Looking after the financial wellbeing of the entire workforce is becoming a priority as money worries can have a big impact on health and wellbeing.”

“Engaging people with their money, savings, and pensions by providing financial education and guidance is key to looking after their financial wellbeing, which in turn can boost the overall health and wellbeing of the workforce. It can help younger people budget and manage their finances now, plus encourage them to save more for the future; and for those heading towards retirement it can enable them to make better decisions.”

A recent survey by Nuffield Health[i] showed the cost-of-living crisis has dealt a major blow to the nation’s health, with many adults reporting it has had a negative impact on their physical health (60%) and mental health (59%) in the past year.

Steve adds: “We’ve developed a financial wellbeing box set for employers to help their people make the right decisions, whatever age and stage they are at in their lives and career. This can enable firms to make a tangible difference to the financial wellbeing of their workers.

“From tax and budgeting to pensions and inheritance, we’ve designed this set to be accessible and practical. Investing in this tool demonstrates a commitment to supporting the workforce and can be a valuable extra benefit to boost recruitment and retention.”

To find out more about the financial wellbeing box set, click here.

Leadership, Mental Health, Mental Health at Work

Mental Health Awareness Week 2023 (15-21 May): Top tips for C-Suite execs on managing burnout

Mental wellness is high on the agenda for company leaders these days, thanks to a new culture of openness in discussing mental health. Ensuring all team members are supported, and fostering a culture to ensure happiness and wellbeing, can take up a lot of C-suite time and attention, and rightly so.  But who looks after the leaders?  With Mental Health Awareness Week from 15-21 May, ECI talked to some of its portfolio management teams to gain their tips on how C-Suite Execs can avoid burn out.

Joanna Swash is Group CEO of Moneypenny, a global leader in outsourced communications. Joanna had a meteoric rise since she was recruited as Moneypenny’s first sales person in 2005, and today she manages a business that has grown to employ more than 1,200 people, and that has become a leader in telephone answering, live chat and outsourced communications across the UK and the US.  Achieving this success has not been without some challenges for Joanna, who has also observed the pressures felt by leaders of many of Moneypenny’s 21,000 businesses clients in the UK and US, which range from large corporates and Magic Circle law firms to estate agents, vets and small businesses and everything in between.

Joanna comments: ‘Everyone expects business leaders to be invincible, and in this country, there can still be the belief that if you are in charge, you need to maintain a stiff upper lip and get on with it and that stress is surely part of the deal?  However, we all need to remember that business leaders can also suffer from the same anxieties experienced across all levels, if not more so, as they carry a weight of responsibility.  And this is on top of the usual business worries about making a profit, hitting growth targets, managing headcounts and more, so I think business leaders also need to take the time to think about their own mental wellbeing and to nurture it like looking after a plant – watering little and often.’

 

Naz Dossa, CEO of Peoplesafe, the world’s largest provider of personal safety technology, started his career in banking and has held numerous leadership positions across the Telecoms and IT sectors. He comments: ‘As the saying goes, ‘it can be lonely at the top’, so when faced with the pressures of the role, there isn’t always someone to share those experiences with. That’s why it’s essential to have a good Chair and senior team around you, where you can have open conversations about the challenges facing the business. Connecting with the team beyond work is also important, as it makes it easier to be open and recognise in each other the symptoms of burnout and talk openly about that. As well as this, one of the main tips is to make sure that there is always time in the week to fully switch off and be away from work.  For me, having a hobby or two that helps to destress has been key to that.’

 

Here are a series of tips from the leaders ECI spoke to on managing stress and avoid burnout:

  • If I were to write a letter to my 20-something self I would say: ‘Be bold and be kind to yourself.    Remember that if you work at Ferrari pace, then you should also have Ferrari brakes – know when to stop and when to have some fun.
  • Admit when you need help. No-one is perfect, and no one knows everything. It is not a weakness it is a strength to be able to admit this. There is no space for the ego leader and your mental wellbeing will suffer if you try to be one.
  • Don’t be ‘always on’. We talk a lot about availability and making sure businesses are open when clients need them, but when you think of senior leaders, there is value in being unavailable too. You need to ring-fence time for quiet head down working that is so important to productivity and to achieving a feeling of accomplishment and control. Also it’s a good idea to simply ‘switch off’ devices for 15 minutes each day.
  • No individual is an island. Self-belief is a choice, and with it, anything is possible. Believe and trust yourself. People generally want you to succeed. Be realistic but optimistic, and surround yourself with a great team and lean on them when you need to.
  • Create your own path. Burnout happens when you feel you out of control, with no choices available to change things.  There are always choices, and it can help to share decisions when you feel you can’t see the wood for the trees.
  • Independent support can be hugely helpful too, so pour out your worries to a friend or a non-exec you can trust, over a pint or a glass of wine in the pub, or during a dog walk.  They are bound to have a different, and even an unexpected, perspective on things.
  • Take a break. On a day to day level I’m a big advocate of the power of walking – just a 10 minute walk outside in the fresh air gives me renewed energy to come back and face a difficult brief or something tricky.
  • Bury your pride. It’s really important to keep talking and not internalise problems, as this is the key to managing mental health.  Try to spot any problems and deal with them before they escalate, and don’t be afraid to seek professional help if you need it.

 

David Ewing, Managing Partner at ECI Partners, comments: “When you’re operating in a fast-paced environment, as so many C-suite are, it can be very easy to put your mental health on the backburner while you tackle the day-to-day. Investing in your well-being is valuable time spent, whether it’s talking openly about stress with those around you or ensuring you have something which helps you to switch off. As your business evolves, you will need to develop new tactics as it scales to ensure you not only grow with your business, but that you.”

Mental Health, Mental Health at Work, News, Training

The Impact of Mental Health Awareness Training on Productivity

PMAC is the UK’s leading provider of workplace mental health/wellbeing training and consulting. Here they explore the benefits of mental health training on workplace productivity.

Mental health training is becoming increasingly prevalent in workplaces across the UK, and with good reason. Mental Health Awareness can have a significant impact on the overall wellbeing of employees, subsequently improving productivity levels within the workplace.

 

Benefits of Mental Health Awareness training include: 

 

  1. Improved Employee Wellbeing

One of the most significant benefits of mental health related training, is the opportunity for individuals to learn not only about mental health diagnoses and difficulties, but also to learn about themselves.

By attending mental health awareness training, individuals also gain the opportunity to learn and practice skills and strategies that can help them to support and improve their mental health. This can help to improve resilience, making employees better equipped to manage day-to-day work stresses. Understanding the importance of being proactive in maintaining their wellbeing, individuals are likely to subsequently see an improvement in their work-life balance, and overall wellbeing.

 

  1. Increased Productivity

Mental health awareness training can also lead to increased productivity levels within the workplace. Employees who are struggling with their mental health are likely to struggle to perform their duties to the same level, as they may experience a decrease in motivation, struggle to concentrate, and memory impairments as a few examples. By providing training that helps employees manage their mental health, businesses are showing that they are invested in the success of the individuals in the team.

Employees who feel valued and that their employer believes in them, are more likely to feel positive about their work, be more committed in their work, and are more likely to perform to a higher level. This can lead to increased job satisfaction, improved self-esteem, reduced absenteeism, and improved performance overall.

 

  1. Improved Team Morale

Businesses that invest in their employees’ mental health and wellbeing through training typically see an improvement in morale across their employees. Employees who feel and invested in are more likely to feel a sense of loyalty to their employer. When morale improves, so too does communication and collaboration, making for more productive and more effective working.

Mental health training can also help to break down stigma and improve communication within teams. By offering a safe space for employees to discuss mental health concerns, you can create a more open and inclusive workplace culture.

 

  1. Decreased Absenteeism

Finally, mental health awareness training can lead to decreased absenteeism within the workplace. As mental health issues are a leading cause of absenteeism, by providing training that empowers employees to manage their mental health, you are likely to see a reduction in days lost to mental health-related sickness.

When employees feel empowered to tend to their mental health, they are less likely to end up off work with sickness.

In conclusion, there are several benefits to offering mental health awareness training in the workplace. From improved employee wellbeing, to increased productivity, decreased absenteeism; investing in mental health training is not only the ethical thing to do but also in a business’ best interests.

 

The Effect on Productivity and Performance

Mental health awareness training has become an important issue in many UK businesses. The impact of having a mentally healthy workforce cannot be overstated. When employees struggle with mental health problems, it affects their productivity and performance, and can even impact the team around them, which ultimately affects the bottom line.

Mental health awareness training is designed to help employees recognize the signs of mental ill health in themselves and others first of all. At PMAC our mental health awareness training seeks to help you to understand how and why mental health difficulties can arise, and the science as to why different interventions can be effective. The training provides individuals with strategies and resources to manage their own mental health. By openly discussing and normalising fluctuations in mental health and wellbeing, mental health awareness training can also be invaluable in reducing stigma and discrimination.

 

But how does mental health awareness training impact productivity and performance in the workplace?

The first benefit of mental health awareness training is that it helps reduce absenteeism. Mental ill health is one of the leading causes of absenteeism in the UK. According to the Centre for Mental Health, mental health difficulties cost UK employers £34.9 billion per year due to absenteeism, staff turnover, and lost productivity. Mental health awareness training can help employees to recognize the signs of mental illness in themselves and their colleagues, which can help them to take preventative measures.

Secondly, mental health awareness training can help reduce presenteeism. Presenteeism is when employees come to work but are not fully engaged or productive due to mental illness. According to the Health and Safety Executive, presenteeism costs UK employers £26 billion per year. Mental health awareness training can help employees recognize the signs of stress or mental illness in themselves, and provide strategies for managing their symptoms while at work.

Thirdly, mental health awareness training can improve employee morale and job satisfaction. When employees feel valued by their employer, they are more likely to feel engaged and motivated. By normalising mental health difficulties, mental health awareness training can also help to reduce stigma and discrimination in the workplace, creating a more inclusive and an accepting work environment.

In conclusion, mental health awareness training can significantly improve productivity and performance in the workplace. By reducing absenteeism and presenteeism, improving employee morale and job satisfaction, and creating a more inclusive work environment, mental health awareness training can help UK businesses improve their bottom line. It is essential therefore for businesses to invest in mental health awareness training for their employees.

 

How to Implement a Successful Program

Mental health awareness training has been proven to have a positive impact on productivity in the workplace. However, implementing a successful program can be challenging. We will explore the steps that businesses can take to implement a mental health awareness program that is effective and sustainable below:

 

Step 1: Assess the Needs of Your Employees 

The first step to implementing a mental health awareness training program is to assess current the needs of your employees. You can do this by conducting surveys, interviews or focus groups. By identifying the specific challenges that your team face, you can offer targeted support and solutions.

 

Step 2: Develop a Training Program 

Once you have identified the needs of your employees, you can begin to identify training programmes that address these needs. The program should be tailored to your employees and should include information about the following topics:

– What is mental health?

– How to recognize the signs and symptoms of mental health problems

– How to manage mental health problems

– How to support someone who is experiencing mental health problems

 

Step 3: Deliver the Training 

The next step is to deliver the training. Training can be delivered in person, virtually, via e-learning or multi-modally. It is important to ensure that the training is engaging, interactive and relevant to your employees.

 

Step 4: Encourage Participation 

It is important to encourage participation in the mental health awareness training program. You can do this by offering incentives or rewards for participation. You can also make the program mandatory for all employees.

 

Step 5: Evaluate the Program 

It is important to evaluate the effectiveness of the mental health awareness training program. This can be done through the use of surveys, interviews or focus groups. The feedback you receive will help you identify areas for improvement and make changes to the program if necessary.

In conclusion, implementing a successful mental health awareness training program in your workplace requires careful planning and execution. By assessing the needs of your employees, developing a tailored training program, encouraging participation and evaluating the effectiveness of the program, you can create a supportive workplace culture that fosters positive mental health and wellbeing.