Employers can better meet employee needs for mental health support

Most Americans believe our nation’s mental health issues are at crisis levels. And they are correct as access to care is lacking for the more than half of Americans fortunate to be covered by employer-provided health plans.

Mental health issues in the U.S. workforce cost the economy an estimated $185 billion annually in lost productivity and presenteeism and this crisis has not gone unrecognized by employers. A recent Midwest Business Group on Health benefits survey found mental health access and quality is a top priority for 93%.

To address these concerns, MBGH worked with employers to facilitate educational events and develop resources for its members on how best to operationalize workforce strategies to address mental health as very few have comprehensive and concrete plans in place.

The workplace has changed dramatically over the last few years and employers recognize that a new normal exists. To address the changing landscape employers should start by establishing a clear vision and a mission, get buy-in from leadership and ask employees for input to determine what type of support and resources are needed.

There is a wealth of available resources to guide employers through the process such as guidelines from the International Organization for Standardization, the World Health Organization, and the U.S. Department of Health & Human Services: Office of the Surgeon General. In addition, the Mental Health at Work Index offers employers a standardized way to self-assess and benchmark workforce mental health efforts.

Employers need to choose a solution that is a good fit culturally for their organization and ensure the point solution provider has a good reputation by checking with their peers and colleagues. Efforts to seek new ideas and engage plan members should be ongoing and dynamic.

Outside of the standard employee assistance programs that offer services to support employees in managing work-related stressors, employers are getting creative in offering personalized behavioral health support to their employees and their family members. Practical strategies of successful programs include:

• Flexible – Help employees reduce stress and balance their personal and professional lives by offering flexible work schedules, the opportunity to work remotely when possible, and encourage employees to take their personal time off days.
• Educate – Raise awareness and educate employees about mental health through communication channels, mental health workshops, and training sessions that help them understand conditions, recognize symptoms and know when to ask for help, and offer strategies to manage stress and build coping skills and resilience.
• Personalize – The most impactful programs offer a personalized approach that creates a culture of inclusion and prioritizes recognition and gratitude.
• Involve senior management – Engage supervisors to create a workplace culture supportive of mental health by promoting work-life balance and encouraging open communication.
• Partner with experts – Collaborate with mental health organizations to offer quality training, education, and mentoring such as partnering with the National Alliance on Mental Illness to conduct on-site mental health training for managers. Once trained, managers are prepared to handle on-site emergencies as well as help employees and family members access available resources when needed.
• Support whole person – Address all aspects of wellbeing and incorporate activities that encourage healthy habits like exercise, healthy eating, getting enough sleep and practicing mindfulness.
• Reduce stigma – Normalize the conversation and reduce mental health stigma. Foster a workplace culture that reduces stigma around mental health issues and encourages open conversations. One of the ways our employer members have achieved this is through storytelling.

Every workplace is unique, so it’s essential to tailor programs and activities to suit your employees’ specific needs and preferences. The most impactful programs are those where employers regularly seek feedback from employees to gauge the effectiveness of available resources and make improvements accordingly.

Related: Employers should look deeper to address mental health

This new normal has helped employees reconsider how they want to work whether it be in-person, hybrid or fully remote and what they want out of work such as work/life balance and greater support for mental health and wellbeing. Taking the lead from employees on these changing needs and adjusting to better meet workforce expectations not only benefits the health and productivity of employees but can also positively impact an employer’s performance and bottom line.

Dawn Weddle, vice president, Midwest Business Group on Health