The third Monday in January – also known as ‘Blue Monday’ – is thought by many to be the gloomiest day of the year. The cause – whether miserable weather, post-Christmas debt, returning to work, or the medical condition known as Seasonal Affective Disorder (SAD) – can be as unique as the individual.

Whatever the reason for this seasonal sadness, wellbeing is something we should seek to nurture in the new year, as well as take care to maintain all year round. This is a personal responsibility, but as employers and managers, we also have a professional duty of care towards the wellbeing of our employees.

Maintaining good mental health for your workforce is key to both productivity and safety in the workplace. While any compromise to the physical health of a staff member would certainly give rise to concerns about their ability to perform their job – and flag a potential risk to workplace safety – the same may not always have applied to mental health. As we become more aware of mental wellbeing, employers are becoming alert to the dangers of neglecting their workforce’s mental health.

There is a direction correlation between our mental health and physical safety – if the former isn’t cared for the latter is at risk. Mental health issues can affect an employee’s ability to focus, risking their physical safety and that of those around them. This is a concern in any field, but in industries such as construction, manufacturing, transport and logistics, or utilities and energy, the risk is greater yet.

As a responsible employer, it’s important to understand the connection between mental and physical health. In this blog post we look at how poor mental health can lead to greater physical risk at work, and how to embark on a proactive mental health strategy to underpin employee safety and boost performance.

Decision-making and cognitive functioning

Mental health is linked to cognitive functioning, and the ability to make sound decisions is paramount in any work setting. When an employee is dealing with mental health issues such as stress, anxiety or depression, their cognitive abilities may be compromised. This can lead to lapses in judgment, decreased attention to detail, and an overall decline in decision-making quality.

MIT neuroscientists discovered during research that the ability to make decisions is dramatically affected by chronic stress, resulting in a greater chance of choosing high-risk, high-payoff options. In safety-sensitive industries, such as rail or construction, where split-second decisions are of vital importance and risks must be kept to a minimum, the significance of mental acuity cannot be overstated. A workforce with good mental health is more likely to make informed decisions, reducing the likelihood of accidents and enhancing overall workplace safety.

Communication and collaboration

Effective communication is a cornerstone of a safe and effective workplace, but when staff are struggling with mental health challenges, communication breakdowns become more likely. When working in the field, clear and concise communication is essential to convey safety protocols, address potential hazards, and respond to emergencies. Similarly, in an office environment, a breakdown in communication can lead to poor performance and difficult relationships between colleagues.

In a mentally healthy workplace, employees are more likely to feel comfortable expressing their concerns and seeking assistance when needed. A culture that promotes open communication fosters an environment where safety-related information can be shared freely, allowing for speedy identification and resolution of potential risks. A mentally healthy workforce is more likely to function as a cohesive unit, with team members supporting and looking out for one another.

Absenteeism and presenteeism

Mental health challenges can contribute to both absenteeism (employees being absent from work) and presenteeism (employees being at work but not fully functioning due to health issues). Of the 35.2 million working days lost in the UK last year, cases of stress, depression or anxiety accounted for 17.1 million. Poor mental health costs UK employers up to £45 billion a year, with a report by Deloitte and mental health charity Mind estimating that presenteeism accounts for up to £29 billion of this, through lost productivity.

This may be because 48% of people said that they would be embarrassed to ask for a mental health sick day, which betrays the persistent stigma of mental illness. It is incumbent on employers to treat mental health with the same care and compassion as all staff health and wellbeing. By implementing policies and programmes that support employees in managing their mental health, companies can reduce the prevalence of both absenteeism and presenteeism.

Employee engagement and satisfaction

Employee engagement and satisfaction are closely and naturally tied to mental wellbeing. When employees feel supported, valued and engaged in their work, they are more likely to be attentive and committed to their role. By contrast, a disengaged or dissatisfied workforce may become complacent, overlooking safety measures, and increasing the risk of accidents.

Organisations which invest in employee wellbeing, through initiatives such as mental health awareness programmes or flexible work arrangements, demonstrate care and commitment to their employees. This fosters a positive workplace culture that not only enhances employee satisfaction, but also contributes to a safer and more secure working environment.

Creating a proactive mental health strategy

A proactive approach to mental health in the workplace requires early identification and intervention. When organisations prioritise mental health, they are quick to recognise signs of poor mental health among their employees, and better equipped to prevent these issues from escalating and potentially impacting workplace safety. Implementing mental health training for managers and employees equips them with the skills to recognise and address signs of distress. By fostering a culture that encourages open conversations about mental health, organisations create an environment where individuals feel comfortable seeking help when needed.

Stress is a pervasive issue in the modern workplace, and its impact on safety should not be underestimated. Chronic stress can lead to fatigue, decreased concentration, and an increased likelihood of accidents. A mentally healthy workplace actively addresses stressors, implementing strategies to mitigate their impact on employees. This may include offering stress management programmes, providing resources for mental health support, and fostering a culture that encourages work-life balance. By proactively addressing stress, organisations can significantly reduce the occurrence of stress-related incidents, contributing to a safer and more secure workplace.

In an era where the importance of mental health is increasingly gaining recognition, it is key for organisations to understand that a safe workplace goes beyond physical precautions. It encompasses the mental and emotional wellbeing of employees, recognising that a mentally healthy workforce is not only more productive but also an essential component of a secure and thriving workplace. By addressing stressors, promoting engagement, and implementing early intervention strategies, workplaces can significantly reduce the risk of accidents and create a culture of safety.

Links and sources:

MIT Stress study - https://news.mit.edu/2017/stress-can-lead-risky-decisions-1116

Healthy and Safety Executive UK days lost figures - https://www.hse.gov.uk/statistics/dayslost.htm

Report by Deloitte and Mind - https://www.deloitte.com/uk/en/services/consulting/research/mental-health-and-employers-refreshing-the-case-for-investment.html