Managing Mental Health @ Work – preventing disability, promoting inclusion Qs 2,3 & 8


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Presentation by professor Bob Grove on the occasion of the EESC SOC public hearing on European year of mental health - Better work, better quality of life in Brussels on 30 October 2012.

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Managing Mental Health @ Work – preventing disability, promoting inclusion Qs 2,3 & 8

  1. 1. Managing Mental Health @ Work– preventing disability,promoting inclusion Qs 2,3 & 8Professor Bob Grove PhDSenior Professional Adviser
  2. 2. Pressure, stress, mentalillness, disability Q2 & Q3 Pressure is what we all experience at work – it provides the challenge to keep us going. Stress can arise if the individual finds that the demands of the job exceed their physical and emotional resources Mental illness is associated with a clinical diagnosis, does not necessarily have a single obvious cause or trigger and is usually amenable to medical and/or psychological treatment Disability due to mental ill health is a social construct arising from changes in the relationship between the individual and their social environment and is almost always avoidable
  3. 3. Some facts... Mental health problems are almost as common in the workplace as they are anywhere else In UK nearly 1 in 6 of the workforce is affected by depression, anxiety or other mental health condition at any one time (over 1 in 5 if alcohol and drug dependence are also included) Self report studies indicate that only 20-35% of mental ill health in the workforce is directly work-related Common mental health problems are so common as to be normal and therefore even to best workplaces will have to manage employees with diagnosable levels of mental ill health
  4. 4. ...and costly toemployers £95 Total cost - £1,035 £335 sickness absence reduced productivity at work staff turnover£605
  5. 5. Risk factors for mental illhealth Common risk factors for mental illness: Trauma Bereavement Divorce Relocation Job loss Work stress
  6. 6. Risk factors for workstress HSE Management Standards: Demands (both qualitative and quantitative) Control over workload, decision latitude etc. Support from colleagues managers and organisation Relationships – ostracism (conscious and unconscious), harassment, bullying etc. Role clarity Change management
  7. 7. What does a goodemployer do? Evidence points increasingly a 3 stage model involving the whole organisation: Promotion of wellbeing Early identification of mental distress and signposting to help Case management of rehabilitation for those not recovering as expected
  8. 8. Promote mental health Promote health and wellbeing at organizational level Promote mental health, raise awareness, combat ignorance and prejudice and discrimination -see NICE guidelines A simple mental health promotion/prevention programme has produced an 8-1 ROI (see McDaid et al 2011)
  9. 9. Prevent mental illhealth Screen for risk at organisational and individual levels(McDaid et al 2011) Resilience development programmes at organisational level Emotional resilience toolkit BITC Reduce risk at individual level Discuss reasons for perceived risk and come up with plan Self help materials such as resilience training, problem solving, time management, goal setting, mood management for those at risk have been shown to be effective (Seymour & Grove 2005)
  10. 10. Early identification andaccess to treatment
  11. 11. Case management withrehabilitation for those notrecovering as expected Active vocational rehabilitation for employees not recovering as expected – second sick note? Case management – team approach* Condition management - access to work-focussed psychological therapy* Task adjustments/modifications Return to work plan - includes agreement from all parties on workload, adjustments, disclosure, clinical management and ongoing support eg. “advance statement” * L. Seymour Common Mental Health Problems at work – what we now know about successful interventions CMH 2010
  12. 12. What would successlook like? A whole organisation achieving business success through developing: a healthy workforce with high levels of trust and support managers who are trained to manage people flexibility that allows everybody to give of their best in a fast moving, fast changing world systems of support and rehabilitation that recognise anyone can experience periods of not coping or breakdown and that it makes business sense to help them recover
  13. 13. Work and inclusion Q8 Surveys tell us that 70-90% of people with severe mental illness would like to do some paid work In the UK only 20-25% of this group are in work or full time education With evidence-based supported employment (Individual Placement and Support – IPS) 50-70% of those who enter programmes achieve paid work Unlike most forms of treatment, supported employment’s beneficial effects increase over time – individuals work longer, get paid more, use fewer health services and report more satisfactory lives. “If you think work is bad for people with mental illness, try poverty, unemployment, and social isolation”. Marone & Golowka (2000) Psychiatric Rehabilitation Journal
  14. 14. Thank youFor further