By Shannon Fife

 January 16, 2021

 Who is responsible for the overall wellbeing of employees? This has been a question debated for many years. Historically, we just expected our employees to arrive at work and leave their “problems” at home. I refuse to believe that workplaces remain that archaic in their practices though I do think that the progress has been admittedly slow. I feel that the pandemic has once again raised the issue, our awareness and our intention to revisit the mental health and wellness of our employees. But, that hasn’t answered the question about where the responsibility should land!

 The current data and literature clearly outlines the direct benefits to employers that provide opportunities to improve personal health and wellness on the job such as; reduced absenteeism, increased efficiency and better morale. There is not a manager or top executive that would refute the direct benefit of a reduction of sick days or short and long term disability to the financial bottom line not to mention the rising cost of health benefits for the agency. And, if they did, then the Canadian Mental Health Commission findings might change their minds. Right now, mental health problems and illnesses account for more than $6 billion in lost productivity costs due to absenteeism and presenteeism. Organizations with targeted wellness initiatives are showing benefits through increased employee satisfaction up to 90%, 85% described the company’s benefits as superior, turnover sitting at only 3%, while 50% of the workforce staying with the company for more than 10 years. I don’t believe that anyone would deny that the work environment affects employee performance and productivity. Exhausted or depressed employees are not energetic, accurate, or innovative at work. Stress and burnout regardless of the cause are harmful to staff and organizations. Covid-19 has highlighted the toll of extreme stress and unpredictability on all of us so we can only imagine the mental health cost.

Research reveals the importance of identifying a “Champion” of a project to maximize the sustainability of a new Psychological Health & Safety culture and to fully realize the benefits for the employees and the organization. Managers are the catalyst between the committed, competent employees and the successful attainment of workplace wellness goals.  Therefore, it is crucial to hone the skills of managers as they play a key role in the future of the PH&S Strategy. This does not negate the importance of upper management, owner or CEO support. If they are not willing to see the significance of the issue and put their money into sustainable training, policy and procedure then this is dead in the water. There is not a magical wand that will change the mental health and wellness outcomes of employees. This work is intentional and employee driven. Emotionally engaged workers have a positive job outlook and are passionate about their work. I believe this is the result that we are all wanting.

Mental Health and Safety has emerged as a major issue for Canadian organizations. Covid-19 has highlighted the importance of rethinking how we do business. There is no doubt that organizations which help their employees stay mentally healthy are more Efficient, Effective and Enduring. Mental Health and Safety is a legal duty in Canada, similar to ensuring physically safe workplaces. As certified Psychological Health and Safety Consultants, we are there to empower you and your organization to achieve your organizational Mental Health goals. Start here with a free consultation.