If the first step to having a workplace free from mental health concerns is positive culture and behaviours, role modelled from the top, then the second is definitely establishing insight into what is actually happening across the organisation.
Leadership need to know if there is an actual problem and not a perceived one. Many organisations bring in responsive measures to tackle a perceived issue and not a measured one.
It starts with employees. A good survey is designed to draw out employees’ experience of mental health at work will give the first insight into whether any real issues exist. This is of course providing that the employees feel able to be open and honest. In the first few years of real change, employees are likely to need the survey to be completely confidential and may have to be done by an independent firm to assure this.
The results of an employee survey should draw out five key themes:
- Is there an issue at the most senior level?
- Are middle management effective in dealing with mental health issues?
- Do employees feel able to divulge mental health issues at work?
- Is the organisation doing everything reasonably expected to support mental health?
- Is there more than could be done?
Organisations may want to undertake a management competency survey also, which will assess the current skills and establish gaps, which can be addressed.
Statistics tell us that many employees are not admitting to mental health issues at work due to fear of repercussions, therefore data such as absenteeism records and leaver interviews should be considered in this context. If absence data is not recorded then the organisation should consider the cost/benefit of doing so, in conjunction with the survey results.
Only with insight can an organisation hope to overcome the stigma and get value from any responsive measures.
