A post-COVID-19 opportunity to address mental health stigma in the workplace
Awareness of mental health issues at work has become more prominent as a result of people working at home during the COVID-19 pandemic. Now that some employees are beginning to go back to the office, albeit in hybrid working models, it is essential that work in this area continues to get prioritised attention.
A key issue that prevents discussions on mental health in the workplace is stigma. Stigma results from beliefs, attitudes, or negative stereotypes towards people with mental health issues. One example is that those struggling are less likely to be high performers or less capable of taking on certain roles.
Needless to say, individuals with mental health issues typically internalise such perceptions and can often start to believe them. This self-stigma tends to lower self-esteem and perpetuates feelings of shame in a vicious cycle. Unfortunately, this also has a great impact on mental health and creates a self-fulfilling prophecy where individuals do not perform as well, or achieve the level of success that they otherwise could.
So, how can we address mental health stigma in the workplace? There are three key approaches that are tightly coupled and interdependent:
1. Education on mental health issues and the negative impact of stigma.
It is essential that this happens at all levels of organisations - from the executive level, to middle management, down to individual employees. Internal communications can play a role here, as can HR by developing training programmes.
2. A change in attitudes towards mental health.
Very often, the negative attitudes and resulting stigma are expressed subconsciously or by people using inappropriate words or suggestions. This can happen in a very subtle way without people being aware they are doing so. Attitudes can be changed by publicising personal testimonies of people who have experienced or are experiencing mental health issues. In the world of sports and entertainment, we have seen many examples of high profile celebrities such as Naomi Osaka, Simone Biles, Ruby Wax and Stephen Fry share their struggles. In the world of business, however, we see very few executives who are willing to talk about their experiences. This is something that needs to change.
Personal testimonies describing challenges, coping strategies, and recovery journeys can help give a better understanding and create empathy towards employees with mental health problems. It can also provide inspiration and hope for those experiencing mental health problems. Again, there seems to be a lack of testimonies from senior executives and middle managers, which is unfortunate given the potential impact these could have. This is likely due to fear of demonstrating vulnerability, or fear that it could be career limiting - again linking back to negative stigma surrounding mental health issues.
3. Trigger discussion at all levels
Finally to make this impact long-term, it is important to trigger discussions at all levels. When one person talks about their challenges, more are likely to speak up. With the right training, employees can recognise other peers who may be experiencing difficulties, and be encouraged to start a discussion. When managers and individuals give the notion that it’s okay to talk about their mental health, they create the psychological safety that is needed. Such psychological safety will create a sustainable culture that is good for both employees and business, and essential to the future of work beyond COVID-19.
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Ciaran Harron is currently taking MSc Psychology and Neuroscience of Mental Health at King’s College London.