The health and well-being of employees are increasingly becoming central to organisational strategy and are now at the forefront of business policy. Organisations recognise that a happy and healthy workforce is more productive. According to a report from the Chartered Institute of Personnel and Development, the average rate of employee absenteeism is on the rise year after year. Therefore, organisational policies must incorporate effective health and well-being strategies to ensure the comprehensive care of employees, with a focus on both physical and mental health.

Mental health is currently the leading cause of employee absenteeism, with many organisations failing to provide adequate platforms for employees to discuss mental health issues in the workplace. The Advisory, Conciliation, and Arbitration Service Acas emphasises the need for employers to break the stigma surrounding mental health by fostering an environment where employees feel comfortable seeking support when needed. Preventative measures, including open dialogue with employees, can help alleviate stress and reduce the number of missed workdays. This is not only a moral obligation but also an economic benefit, according to the Centre for Mental Health, the economic and social costs of mental health issues in England are estimated to be around £300 billion.

A significant barrier to the effective treatment of employees is the lack of robust support structures within organisations. While there have been improvements in some areas, many companies still lack awareness and fail to prioritise sustainable workplace well-being programs, with some viewing these initiatives as unnecessary expenses rather than valuable investments.

To address these challenges, the CIPD’s Health and Wellbeing at Work Survey Report offers data-driven recommendations that advocate for improved working conditions and better work-life balance. Key recommendations include encouraging managers to adopt approaches that promote good health and well-being practices in the workplace. This includes cultivating a management style that is open and fair, resolving conflicts effectively, providing constructive feedback, building and maintaining strong relationships, and supporting employees' professional development.

Employee burnout is another critical aspect of workplace well-being. A report by Mental Health UK found that 20% of workers required time off due to poor mental health related to burnout and stress. Burnout symptoms often develop gradually, manifesting as exhaustion, depression, and stress, underscoring the importance of early intervention and the establishment of support systems to prevent employees from reaching breaking point. One growing concern is the blurred boundary between work and personal life, particularly the pressures associated with working during personal time.

Finally, responding to an employee's mental well-being can be challenging for managers, particularly when stress and burnout are exacerbated by external factors such as financial worries, lack of sleep, and poor physical health. However, organisations can implement procedures to address these issues, such as offering employee assistance programs, promoting physical activity with workplace health incentives, and making small accommodations to encourage a healthy work-life balance. This could include setting clear boundaries for work hours and incorporating hybrid working models to provide employees with greater flexibility.

To learn more about this, join us for the Fifth Workplace Health and Wellbeing Conference 2024, an exciting, educational and practice-enhancing event that will showcase best practices, address barriers to change, and explore the future of work.