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Mental Health in the Workplace Alex Connor Senior Health Improvement Practitioner

Mental Health in the Workplace Alex Connor Senior Health Improvement Practitioner. The Business Case. It is estimated that a total of 2.2m working days are lost every year through mental ill health in Scotland (SAMH, 2007)

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Mental Health in the Workplace Alex Connor Senior Health Improvement Practitioner

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  1. Mental Health in the WorkplaceAlex ConnorSenior Health Improvement Practitioner

  2. The Business Case • It is estimated that a total of 2.2m working days are lost every year through mental ill health in Scotland (SAMH, 2007) • Each case of stress-related ill health leads to an average of 29 working days lost per person per year (CITB) • 34% of mental health service users are dismissed or forced to resign work because of mental health issues (Read & Barker) • 53% of service users in employment are fearful of revealing their mental health problems to employers (MIND 2001) • 30% unemployment among people with disabilities but 72% for people disabled through mental ill health • (Disability Rights Commission Scotland)

  3. Benefits of a mentally healthy workplace • People who have experienced a mental health problem can be more aware of their own strengths and weakness • Providing support at an early stage can prevent escalation of a condition • Staff will feel supported and valued resulting in a healthier, more motivated and productive workforce • Employment or other valued activity is key to maintaining positive mental health • Your reputation and profile will be enhanced as a responsible and well managed organisation helping to attract and keep employees

  4. Legislation relating to workplaces • The Health and Safety at Work etc Act 1974 • The Equality Act 2010 • The Act protects all workers • At every stage of the recruitment process • During employment • In relation to harassment • At termination of employment • During any redundancy programme

  5. Protection for People withMental Health Problems • Can disclose problem at any point • Employers must consider ‘reasonable adjustments’ from time of disclosure • Direct discrimination, victimisation, harassment and a failure to make adjustments that are reasonable can never be justified

  6. Reasonable Adjustments • Employers: • Have a duty to provide reasonable adjustments • Must negotiate reasonable adjustments with employee • Financial burden not an automatic reason not to make adjustments • Examples of reasonable adjustments

  7. Job Retention Strategies • Positive perspective on mental illness • Job satisfaction • A good fit between the job and the individual’s skills and abilities • Supportive and well trained management • Early intervention and sufficient time off work to aid recovery • Individually tailored return to work programmes and workplace adjustments

  8. Creating a Mentally Healthy Workplace • Working conditions • Staff consultation • Clear expectations • Stigma and discrimination • Pace and style of work • Regular supervision and appraisal • Provide reasonable adjustments • Reward achievement • Promote healthy lifestyles

  9. Health at Work • Tel: 0141 314 0024 • www.healthatwork.org.uk • Healthy Working Lives • Adviceline 0800 019 2211 • www.healthyworkinglives.com

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