What to say to occupational health about stress
Posted on 6th September 2024 at 12:46
Increasing work demands are affecting employee wellbeing. Too much to do, not enough time to do it, and not enough people to help. However, while the headlines and figures paint a growing picture of work-related stress, there are examples of employers taking this to task and seeing what they can do to alleviate impacts.
Some are making reasonable adjustments, or training their managers, or setting more realistic goals or objectives so that their teams are more able to cope with the workload.
Some are exploring the four-day working week, others are offering flexible working arrangements or different start and finish times in order to reduce excessive pressure on their people.
There are many factors, and employers are balancing the work that needs to be done. They have a legal duty as well as a duty of care to keep their employees safe.
Looking inwards, identifying management issues and improving employment aspects is the 'preventative' side of the coin; the other is helping employees who are experiencing problems right now.
Occupational health services can be really helpful, but sometimes employees see a referral as a penalty rather than as an enabler. An occupational health (OH) referral can help someone with all sorts of physical or mental health concerns - but someone experiencing symptoms of stress may not see this as easily.
Some of the questions people may have about occupational health but may not feel they can be open about:
What not to say to occupational health about stress?
How can I cope with this anxiety going to work every day?
Can I ask to take time off work for mental health?
How can I say I am anxious about returning to work after depression?
We know that some people feel they need to 'cover' their concerns and mask them for fear of looking like they cannot cope, or fear they may be dismissed. There is much to be said about the need for positive psychological safety in the workplace, but even with a supportive environment, talking about problems may not come easily for some.
Employees may struggle with work anxiety, depression, and work-related stress which may not be outwardly visible but which are having a great impact on the individual and their families. Being aware of the signs of stress in others can help - see our other blog post for spotting signs of work-related ill health here.
The impact of demanding work practices on employee mental health
Recent studies reveal the toll of increased work demands on employees. Mental Health UK reports that 79% of British employees have experienced burnout, with 35% reporting high or extreme levels. These statistics reflect the consequences of excessive workload and heightened expectations on your staff. Employees may be struggling with increased feelings of stress, a feeling of lack of control, reduced productivity, and potential career setbacks without voicing their concerns.
Supporting employees returning to work after depression
Many employees feel anxious about returning to work after spending time away with depression, particularly in high-pressure environments. Employers would do well to recognise that staff members in this situation often struggle with fears about their ability to cope with workloads, potential judgment from colleagues, or difficulties readjusting to workplace routines.
People who are anxious about returning to work after depression may benefit from a phased return-to-work plan, allowing them to gradually reintroduce responsibilities. They often need regular check-ins to discuss concerns and receive ongoing support. Workplace adjustments such as flexible working hours or a reduced workload can be crucial. Ensure they're aware of Employee Assistance Programmes (EAPs) or occupational health advisers available to help them during this transition period.
Managing time off for mental health
Employees sometimes need to take time off work for mental health reasons, particularly when work pressures become overwhelming. However, they may hesitate to request this time off. Creating a clear policy that supports employees who need to take time off work for mental health can help staff feel more comfortable discussing their needs and seeking necessary support.
While on leave, employees often appreciate appropriate contact from their employer, but also need their boundaries and recovery process respected. Before returning, they may benefit from creating a return-to-work plan that considers their wellbeing alongside business needs. Some employees find flexible options such as part-time or remote work helpful during their transition period. Seeing a GP may also help them manage the risk of stress returning, with strategies to keep themselves well.
Addressing daily work anxiety
Some employees experience anxiety going to work everyday, often due to high workloads or long hours. This daily anxiety can significantly impact their performance and overall wellbeing. Employers should be aware that staff members struggling with anxiety going to work everyday may need additional support and accommodations to manage their stress levels effectively.
Employees in this situation can benefit from stress risk assessments to evaluate workplace stressors and implement measures to reduce them. Clear communication channels can help reduce uncertainty for anxious employees. Access to stress-reduction techniques and resources for managing anxiety during work hours can be valuable. A supportive team culture that fosters understanding among colleagues is particularly helpful for employees facing challenging work demands.
Holding occupational health discussions about stress
When discussing stress with occupational health professionals, employees often seek guidance on what to say to occupational health about stress. They should be encouraged to provide a comprehensive picture of their situation, including how work-related stress is impacting both their professional and personal life. Employers can support this process by preparing employees for these conversations and assuring them that honesty about their experiences is valued and necessary for appropriate support to be provided.
Employers should create a culture where their teams feel comfortable about being open about times of stress and sources of stress and work-related issues. They may need encouragement to communicate what support or adjustments they believe would help, while remaining open to professional suggestions and occupational health advice.
Creating a less demanding work environment
To avoid burnout, employees need a work environment that doesn't constantly push them to their limits. They may benefit from workload reviews to ensure tasks are manageable and evenly distributed. Employees often appreciate having more autonomy over their work and decision-making processes, which can improve job satisfaction even in high-pressure environments.
Clear job descriptions and understanding of responsibilities can help tackle a lack of clarity and help employees manage expectations. Opportunities for skill enhancement through training, mentoring and career development can also show employees how much they are valued.
Balancing a culture of wellbeing with high expectations
Employees flourish more in a workplace culture that prioritises mental health, even when faced with business pressures. They often look to leaders to set an example by speaking about mental health and demonstrating healthy work-life balance. This might involve visible efforts to limit after-hours work or emails, and respecting employees' time off.
Colleagues trained as mental health first aiders can help others by recognising signs of stress and burnout and providing initial support. Social connections through team-building activities can strengthen workplace relationships, building employee resilience against work pressures.
Physical health opportunities such as gym memberships or lunchtime walking groups can provide employees with needed breaks from work demands and contribute to overall wellbeing.
Training and supporting managers to understand employee needs
Employees benefit greatly when their managers are well-equipped to handle mental health concerns in the workplace. Managers trained in mental health awareness, stress management, and supportive leadership practices are better able to recognise a wide range of signs of mental health issues, have sensitive conversations, and implement appropriate accommodations.
Employees appreciate managers who create balanced workloads for their teams and model healthy work practices themselves. Regular check-ins to discuss team dynamics, workload distribution, and any emerging mental health concerns can help employees feel supported and prevent issues from escalating.
Measuring the impact of mental health initiatives on employee experience
To ensure mental health strategies are effective, it's important to understand the employee experience. Employees can provide valuable feedback through surveys on stress levels, job satisfaction, and the effectiveness of support measures. Monitoring metrics such as absenteeism rates, productivity levels, and employee turnover can help identify trends in employee wellbeing.
Analysing the uptake of mental health resources and support services can offer insights into what employees find most helpful. Gathering feedback through open discussions provides deeper insights into employee experiences, particularly regarding any changes to work expectations or practices.
Normal pressures are natural at work, but excessive demands can have a negative impact and long term effects on wellbeing for the person and those supporting them. Understanding and addressing employee needs is not just beneficial for staff wellbeing, but also leads to improved performance, reduced costs, and a positive work environment for all.
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