The de-stigmatisation of mental wellbeing has led to greater conversation and awareness around mental health conditions. It has also led to the realisation we all exist along the continuum of wellbeing. We all have a point of balance and are all susceptible to occasionally tilting towards feeling low or lacking in control.

Throughout our lifetime, this point is not fixed and it moves depending on our experiences and events unfolding around us. Occasionally the tilt goes too far and we are unable to find our own balance. In these cases, we need additional support and help beyond our own internal resources to feel better. We need more than first aid to patch up the wound – we need expert help.

There has also been a realisation that poor mental wellbeing is not always lasting. It is possible to make a full recovery. In the past, people with diagnosed illnesses appeared to carry with them a lasting label. However, now the image has changed. We can view those struggling with serious mental health conditions as similar to those with a long-term, or short-term, physical condition. This change of attitude is helpful within the workplace as it provides a more positive base for management.

Being proactive

There are many ways your organisation can be proactive in supporting your team with their wellbeing and specifically mental health. There are courses on resilience which can be built into away days or team gatherings. You can choose to have some of your employees trained as mental health first aiders. They become the eyes and ears within your company who are trained to spot signs and symptoms associated with poor mental health. These people can identify those in need and can then signpost them towards others within the organisation who can help. This is crucial in identifying those who are struggling in a timely way. Mental Health first aiders should be representative of all levels within your business.

The role of HR & occupational health in mental wellbeing

Employees may be signposted towards Human Resources. HR’s role is usually to facilitate support in the form of external counselling and/or referral of the individual to occupational health. The ability to refer employees is a highly valuable tool. It is usually written into an employee’s contract and within sickness absence policies. Be cautious, though. Even if there is a clause within a contract allowing the employer to send the employee to an external doctor (or Occupational Health) the employee may still refuse to attend. It’s essential to meet with the employee and talk through the reasons for the referral. Reassure them that it is to provide information regarding how you should support them in the workplace. This aid helps recovery or just allows them to cope.

A good occupational health provider will not provide the employer with a great deal of detail on an employee’s condition. Their role is to assess the individual and to provide you with advice on how that employee might return to their role after certified absence. This includes any reasonable adjustments they may require to aid their recovery or support a more long-term condition. The employee may not have been absent, but referral may still be appropriate as a guide to continuing to keep that employee within work. Via the use of occupational health, the employer is not alone in managing a situation involving someone who is ill. Using occupational health is very much a two-way street. The more information you can provide about the employee’s role, responsibility, hours, and working pattern, the more detailed the advice and recommendations you will receive back.

Final word

If you need help and guidance on the proactive management of well-being and mental health issues within your organisation or support with occupational health, you can contact the team at Farringford Legal. We offer a variety of advice and practical support in these areas from our legal team and HR consultancy.