Companies Should Acknowledge Mental Health Issues

Companies can aid in creating a respectful workplace by first acknowledging that mental health issues exist in their employees and should not be ignored. Acknowledgment can be done by having conversations with staff to see what will help them perform and human resources should stand behind these efforts. Another option, as mentioned earlier is utilizing anonymous surveys. Once the results are in and conversations are had, actions such as incorporating flexible work arrangements and short breaks can be implemented (Coduti, Anderson, Lui, Lui, Rosenthal, Hursh, & Young-An R. 2016).

Coduti, W. A., Anderson, C., Lui, K., Lui, J., Rosenthal, D. A., Hursh, N., & Young-An, R. 

(2016). Psychologically healthy workplaces, disability management and employee mental 

health. Journal of Vocational Rehabilitation, 45(3), 327-336. doi:10.3233/JVR-160833

Promoting Mental Health Issues in the Workplace.

To aid in the creation of a respectful workplace, all employees must be respected, even those whom may not be understood such as employees with mental health issues. Approximately 20% of adults in the United States are diagnosed with having a mental health issue; this does not include those who have yet to be diagnosed (National Institute of Mental Health [NIMH], 2013). Many of the mental health issues are from stress and depression. Depression, which can lead to bipolar illness, which accounts for one-third of employees who experience mental illness (Coduti, Anderson, Lui, Lui, Rosenthal, Hursh, & Young-An R. 2016; World Health Organization, 2011). Mental health issues can be costly to the bottom line of any organization. If employees cannot produce, money is lost which can affect the company.

Coduti, W. A., Anderson, C., Lui, K., Lui, J., Rosenthal, D. A., Hursh, N., & Young-An, R. 

(2016). Psychologically healthy workplaces, disability management and employee mental 

health. Journal of Vocational Rehabilitation, 45(3), 327-336. doi:10.3233/JVR-160833

National Institute of Mental Health (2013, February 4). The numbers count: Mental disorders in 

America. Retrieved from http://www.nimh.nih.gov/health/publications/the-numbers-

count-mental-disorders-in-America/index.shtml 

World Health Organization (2011). Global status report on non- communicable diseases 2010. 

Geneva: WHO.

Feedback via the Employee Survey: Results Delivery Option

Another option is how feedback is delivered via an employee survey. Employees are normally afraid to tell the truth on employee surveys due to the fear of retaliation. Leadership should carefully weigh how they are going to deliver the feedback without a dominant response. An option to deliver feedback from an employee survey is to have an un-bias opinion by hiring an outside consulting firm. The firm can serve as an independent buffer between the employees and leadership, providing a safe zone for the employee (Lester, Vogelgesang Lester, & Saboe, 2018). Employees need to know they are being heard.

Lester, P. B., Lester, G. V., & Saboe, K. N. (2018). Resilience within the workplace. Taking a 

cue from the U.S. military. Organizational Dynamics, doi:10.1016/j.orgdyn.2018.01.005

Communication Helps Foster Resilience

The resilience of employees is essential for their functioning, development, and survival under adverse conditions (Zwetsloot, van Scheppingen, Bos, Dijkman, & Starren, 2013). One method of fostering employee resilience is communication. Resilience is felt internally, therefore, it can be hard to measure (Lester, Vogelgesang Lester, & Saboe, 2018). Organizations should start simply by having open and candid conversations about what adverse conditions the organization is facing; include the employee in on what is going on so they can process how they want to handle it. These conversations should be frequent and delivered by all levels of management.

Lester, P. B., Lester, G. V., & Saboe, K. N. (2018). Resilience within the workplace. Taking a 

cue from the U.S. military. Organizational Dynamics, doi:10.1016/j.orgdyn.2018.01.005

Zwetsloot, G. I., Scheppingen, A. v., Bos, E. H., Dijkman, A., & Starren, A. (2013). Original 

Article: The core values that support health, safety, and well-being at work. Safety 

And Health at Work, 4187-196. doi:10.1016/j.shaw.2013.10.001

Fostering Employee Resilience

Resilience is a word often matched with being tough and sticking with something no matter how hard it gets. Resilience can also refer to dealing with rough times in one’s life and making it through those times. According to Lester, Vogelgesang Lester, & Saboe (2018), resilience is the ability to bounce back in the face of adversity and despair; being able to thrive amid difficult and austere conditions. In the workplace, a component of leadership includes searching for results and not so much the problem. If an organization exemplifies resilience, they can prove they are willing to withstand the hard times and show action in the results of their productivity. The solution is what counts. Resilience is about the solution of how the organization projects after the incident and not during it (Lester, Vogelgesang Lester, & Saboe, 2018). Being able to get to the results the organization seeks means the employees must become resilient. How can you start to motivate resilience in your workplace?

Lester, P. B., Lester, G. V., & Saboe, K. N. (2018). Resilience within the workplace. Taking a 

cue from the U.S. military. Organizational Dynamics, doi:10.1016/j.orgdyn.2018.01.005