Living and working through the Covid 19 pandemic has tested the resilience of our employees beyond anything we could have predicted. The initial first lockdown was expected to last a matter of weeks and employers were originally planning for a return to offices last summer, not the summer of 2021.
The intervening time has presented many with challenges affecting their working lives which have often been impacted by what was going on at home. More than ever we have learnt that the two, and their impact on mental wellbeing, are strongly linked.
Running an occupational health practice through this difficult period has given myself and my team first hand insight into many of these issues, both in the employees who are referred to us and our own employees. In particular issues that will need careful management as we support our clients to cautiously plan to return to the workplace – in whatever form that will now take.
So, with the reality that a blended ‘hybrid’ approach of working from home and the workplace is likely in the future, what are the main mental health issues and how can employers support staff?
The Covid 19 legacy for mental health
According to the Office for National Statistics, around 1 in 5 (21%) adults experienced some form of depression in early 2021; this is more than double that observed before the pandemic (10%).
There are a range of mental health issues which we are seeing as a result of the Covid 19 pandemic. These include a generalised anxiety and fear regarding the risk of contracting the virus, and in some cases trauma from bereavement or significant illness has impacted mental health. Social isolation has caused depression, in particular for those who live alone.
Burnout has become part of the workplace language as many working at home have felt compelled to work longer hours, anxious about job security. People on furlough have worried whether their jobs are going to be here when the pandemic ends – and many are still unsure. The length of the period we have been affected by restrictions and uncertainty has only added to the mix, making everyone Covid weary.
Let’s now look at some of these issues individually.
Blurred lines and burnout
There has been a blurring of work and home life which has led to some staff working extended hours, with many feeling that they no longer have the ability to switch off from work. As more people felt overwhelmed by work and life issues, Google data revealed that searches for burnout symptoms with terms such as ‘signs of burnout” increased by 24% throughout 2020 compared to the previous year.
As organisations return, looking for the signs of burnout or excessive stress in employees will be a vital part of the HR or line manager’s work. Unfortunately, there’s a strong sense of denial with burnout. Even though people may be experiencing the symptoms, they may be reluctant to discuss it. A lot has been hidden from view while remote working has become the norm.
Increased anxiety levels
Anxiety levels are rife. People are concerned about job security, their personal safety, many have mentally disengaged with their organisations and are worried about returning to work and losing the flexibility that remote working has allowed them. In other cases, difficult working relationships that might have been out of sight during lockdown may once again cause anxiety.
The impact in higher education
We work with a number of higher education providers who have seen the effects of the pandemic on both students and employees – and of course the two are inevitably linked. The sector has seen high levels of anxiety and particularly with high student infection rates at times during the pandemic causing increased anxiety, particularly regarding staff returning to working on campus.
For the students themselves, the expectation of a full student experience at University with the interaction with teaching staff and other students has not been fulfilled which has also impacted on students’ mental health – increasing pressures on university staff. It’s been described as a mental health “tsunami” for staff and students – with both groups needing additional support and understanding as Universities return after the summer break.
Anyone working in the higher education sector would benefit from reading the UK stepchange framework which makes specific reference to, the importance of both preventative strategies focused on keeping people well and reactive strategies to support people who are unwell or in crisis.
The role of line managers
How we feel from a mental health and wellbeing perspective is greatly impacted by our experience at work. What can line managers do and what can employees expect in terms of support? The most effective line managers will be those who are able to emphasise beyond the workplace, identifying wider issues affecting mental health. As such, line managers play a critical role in supporting employee well-being and mental health: how people are treated and managed on a day to day basis is central to mental health. According to the CIPD, management style is also the second main cause of work-related stress.
The CIPD also recommend that line managers be trained on the potential signs of poor well-being and mental health, as well as how to handle a disclosure of a mental health condition. Managers do not need to become mental health experts, but they do need to know how to identify and refer.
Offering non-judgemental help
With remote working continuing in many organisations, there needs to be a much higher level of communication in order to keep teams engaged and pick up on those who are struggling. By allowing affected employees access to speak to someone who can give them time to explore their particular stressors in a non-judgemental manner, employers can signpost them to resources tailored to their needs.
What’s more, those that need help will feel much more comfortable about it if they feel they are working within an organisation that makes them feel it’s OK to not feel OK. Again, the line manager has a significant role to play in creating a listening and supportive culture.
Looking out for ourselves
As leaders, line managers, HR or occupational health practitioners, we can’t look after our employees if we aren’t looking after ourselves. So, what can you do to monitor your own mental health/wellbeing, what flags should you keep an eye out for and what resources can you access yourselves? Don’t be reluctant to take the support that’s there for you too. Having good awareness of what works for you is key to maintaining and regaining mental resilience – whether this be mindfulness, exercise, meditation, or keeping in touch with supportive social networks.
Further content from the Cordell Health blog
Our blog contains recent articles to help organisations managing the mental health aspects of returning to work and reducing stress levels. They include advice on psychological support to re-engage with the workplace, improving your personal resilience, and mindfulness techniques – amongst many others.
Further support from the CIPD
The CIPD has written a guide for employers, people professionals and people managers on how employee mental health can be supported as measures to control the pandemic continue. It also contains advice on supporting employees who have been working from home as they plan to return to the workplace.
Read it here: https://www.cipd.co.uk/knowledge/culture/well-being/supporting-mental-health-workplace-return
Photo by Marcel Strauß on Unsplash
