Should Mental Health Awareness only be reserved for one week per year?

As we begin Mental Health Awareness Week 2021 and look at the opportunities it provides for the whole of the UK to start conversations about Mental Health, and connect with one another for help and advice, a question I ask myself is “so how do we maintain this momentum going forward?”

Mental Health in the workplace

Despite global events and campaigns, mental health, both inside and outside of the workplace, remains a taboo subject even though the facts show that 1 in 6 people report experiencing a common mental health problem (such as anxiety and depression) in any given week in England. We know too that this is on the rise, with more and more people reporting mental health problems in recent years, let alone after 2020.

It’s fair to say that the Covid-19 pandemic; the impact of lockdown and the aftermath on the economy will affect us all in some way and will leave a deep and lasting scar on the mental health of millions in this country. So yes, whilst more workplaces have started to take steps to treat mental health issues as seriously as they do physical health – are we doing enough? Are employers just paying lip service because they feel it’s topical, or are we embedding a culture of mental health awareness in the workplace?  And is one week of Mental Health Awareness by the Mental Health Foundation (MHF) really sufficient?

Providing support to all stakeholders

As an industry, we place so much emphasis on supporting those who are vulnerable, (and rightly so!) and it is now standard practice to have an in-house welfare team on hand to provide specialist advice and assistance to those who find themselves the most in need in the community. However, this duty of care also sits within our organisations; as well as outside of them and it is imperative that as employers, we find the balance of treating our workforce with the same level of care and dedication that we treat our customers.

Setting the right strategy

Good communication and people management skills go a long way in preventing stress and poor mental health in the workplace, so you don’t need to have an all singing, all dancing mental health initiative to get it right for your employees – just take time to really understand mental health and embed it into your culture and you’re on the right path.

Bigger initiatives can be successful and can really set organisations apart, but only when carefully considered. Many organisations opt for Mental Health Champions/First Aiders schemes to encourage open communication and to support staff to stay well in work, but I have seen many schemes fail not long after launch because employers haven’t thought far enough ahead to ensure their success and really embed them. It’s all well and good training staff to support others in a crisis or be there for peers reporting a mental health issue, but many organisations don’t think about how to provide support for the Champions themselves.

At Dukes, a huge part of our strategy when setting up our Mental Health Champion initiative was ensuring that monthly 1:1s with a trained counsellor and coach are scheduled/available so that all of our Champions have a safe space to release and know that their own well-being is as important as everyone else’s.

As employers, we have an on-going responsibility (big company-wide mental health initiatives or not) to ensure good mental well-being in the workplace and even the smallest steps can have a huge impact, if only we prioritise them all year round.

Summary

In short, no it isn’t enough to reserve mental health awareness for one week per year, or just to pay lip service to the issue. Given the high levels of stress and poor mental health we are seeing inside and outside of the workplace, with the expectation that this may only continue in the wake of the pandemic, there is a growing demand for innovative and proactive ways of managing our mental health at work; and our employees rely on us to get it right for them.

So, let’s use the momentum that this week builds and put mental health at the core of any well-being strategy, ensure it’s being championed internally from the top down; and communicate clearly to employees about what your organisation is doing and how it is measuring progress, to remove any taboo. After all, a happy workforce is a successful one and prioritising mental health benefits us all.