The topic of mental health in the workplace is one that companies have struggled to address in the past. A stigma around mental health issues has plagued employees from seeking appropriate help. According to a report from Mental Health America (MHA), 2022 Mind the Workplace: Employer Responsibility to Employee Mental Health, “47% of employees know what mental health services they can use when struggling with a mental health concern, but only 38% would be comfortable using their company’s services for a mental health concern.” Fearful of being judged or even losing their jobs, employees chose to suffer in silence. And then a global pandemic occurred.

Suddenly, this unprecedented global event brought mental health out of the shadows and into the mainstream light. The abrupt transition moving to remote work, coupled with the natural stress, fear, and anxiety of living through a pandemic made mental health applicable to nearly everyone. Employees expressed their fears and stress in Zoom sessions with colleagues. And companies realized the importance of supporting employees through these difficult times with employee assistance programs (EAPs) and wellness promotion in corporate communications.

Mental Health Issues are Ever-Present

Now, 2.5 years into the pandemic, COVID-19 is considered a part of our daily existence — unlikely to be fully eradicated. However, this doesn’t mean employees simply accept that reality and life goes on. Quite the contrary. COVID-19 represents only one of the myriad reasons why dialogue around employee mental health must progress and evolve.

We live in a volatile world with inflation, wars, and climate issues that contribute to stress, anxiety, and depression. According to its report, 2022 State of Workforce Mental Health, Lyra states that “84 percent of workers surveyed experienced at least one mental health challenge over the past year, from issues such as stress and burnout to diagnosable conditions including depression, anxiety, bipolar disorder, and PTSD.” The pandemic served as the catalyst for a wider discussion on mental health in the workplace — one that must continue long term.

Approaching Mental Health Strategically

As companies recalibrate from operating remotely, the workforce must also adjust. There are many remote workers who prefer to remain remote. Companies cannot ignore those preferences. Mental health awareness and support should complement the priority of rebalancing the workforce model.

What can that look like for companies to ensure remote and in-person employee mental health needs are acknowledged and supported? Below are several enterprise approaches identified by Lyra and MHA that bring mental health to the forefront with intent and compassion.

• Invest in employee mental health strategically and with purpose. While an EAP program is a suitable start to offering an outlet for employees, it falls well short of strategic investment. Instead, commitment from the highest levels of the organization that mental health is a priority should occur. Training is essential for leadership, human resources, and managers to recognize and address mental health issues with their employees. Not only does training help remove existing stigma, but it also encourages open communication and enables early detection of stress, burnout, and other mental health conditions. Equally important, a training and communication initiative fosters a sense of inclusiveness.
• Provide a workplace structure conducive to positive mental health. Working remotely provided flexibility and work/life balance for many employees. As more companies require workers to return to the office, it’s critical to recognize those who thrive in a remote or hybrid structure. Higher productivity and positive mental health are two outcomes that accompany a flexible workforce model.
• Encourage an open dialog and feedback for mental health needs and concerns. Company surveys and programs that gauge how the enterprise is following through on its mental health pledge opens honest lines of communication and feedback that only strengthen those efforts. And don’t wait until a high attrition rate occurs before initiating a survey. Commit to a quarterly or bi-annual questionnaire to allow progress for any changes instituted.
• Remove barriers to quality mental health care. An employer health plan may include mental health coverage but lack the proper resources and treatment options that a separate mental health plan can provide. An employee survey can help determine if the current health plan is adequate for mental health needs.

Are companies seeing success with these efforts? In an op-ed for the Milken Institute titled, “The Future of Work Depends on Investing in Mental Health,” Christopher Swift, Chairman and CEO for The Hartford, writes, “Within our organization, we have created digital platforms and in-person programs to allow for open dialogues, trained leaders on mental health essentials, and provided guidance on inclusive language to help dispel stigma and lead with empathy,” he says.

“Over the years, we have continually expanded mental health education and evidence-based resources for our employees and their families. In turn, employees have leveraged these benefits, joined in courageous conversations, shared their mental health journey, and expressed appreciation via company communication platforms,” Swift adds.

The positive mental health of our workforce is critical to employee satisfaction, engagement, and productivity — all factors that lead to a healthy bottom line. Make mental health a strategic imperative for your workforce strategy.