Organisational cultures that are positive, inclusive and respectful contribute directly to employee commitment to their organisation, job satisfaction and motivation.
Superfriend, 2016
The stigma attached to mental health shames and devalues individuals with mental ill-health through incorrect stereotypes and misconceptions, negative attitudes, and discriminatory behaviours. This can discourage people from discussing their wellness with others, which creates barriers to seeking support.
Particularly important to the workplace context is the persistent belief that work-related stress results from an individual weakness (1, pg. 4).
This is especially significant considering the elevated prevalence of work-related stress in particular industries, and the links between stress and psychological distress.
This was clearly illustrated by research conducted by Bowers, conducted in remote Australian mining and construction communities, which illustrated that 40% of respondents cited stigma as a source of stress. These workers were also at the greatest risk of psychological distress (2).
The 2020 Commission into Mental Health (3, pg. 298) argued that stigma is a key organisational risk factor to employee mental health, this stigma may prevent employees from discussing their wellness with their employers and prevent them from accessing support services.
Consequently, stigma may undermine attempts to provide wellness support services to employees, as they may be hesitant to access these due to a fear of stigma from others or their own stigmatised attitudes about mental health.
Therefore, it is critical that organisations create and foster a supportive workplace culture that encourages open discussions about mental health.
A study (Charbonneau) of over 6000 employees found that while 62% of respondents knew how to access resources for depression care provided by their workplace, only 29% stated that they would feel comfortable speaking with their supervisor about this mental health issue (4).
Reducing the stigma of mental health in the workplace is an important goal to increase wellness.
Focusing on the following activities will assist in fostering a positive work culture that empowers employees to feel comfortable to discuss their wellness in an environment that is free of stigma, before these issues progress to become a significant problem.
Starting at the top
engaging leadership in a mindset that wellness matters. This is the single most important thing that will start to shift stigma within an organisation.
Building leadership capability
to conduct conversations about wellness constructively and safely.
Put wellness on the agenda
at routine meetings to conduct an open conversation about factors such as workload and stress. Sane Australia (5) argues that this provides:
“A neutral, open and non-confronting forum to discuss mental health.”
Repeated discussions
and education to reinforce how important it is.
Call To Action
Until leadership accept that mental health and wellness is a significant issue in any organisation, the stigma will not go away.
Endless education programs can be rolled out, however it is important messaging and role modelling from the top that will truly create a safe space for people to acknowledge what is happening and what is needed.
Work at this executive level can quickly start to transform a business so that people in the business or on the project feel a sense of psychological safety and start to openly address concerns.
Taking it Further
How can we encourage discussions about mental wellness in the workplace to reduce stigma?
In addition to committed leadership who role-model having open discussions about mental health into the ordinary workday, stigma could be further reduced through conversations directed by senior leaders or those admired by other employees.
If these leaders can share their own experiences with mental wellness and work-related stress, this may help other employees to feel comfortable in having open discussions about wellness and disclosing difficulties they are having.
Leaders who model their own vulnerabilities are more relatable, increase trust within their teams and encourage others to share too. This is supported by a study conducted with over 40-thousand British employees (6).
The study showed that having a high-profile employee who contributed to creating a more open culture, by sharing their lived experiences with mental health, impacted how employees felt about wellness and mental health.
67% of staff from organisations with an ‘established senior champion’ felt that their organisation supported a culture of open discussion about mental health, compared to 48% in organisations without this.
Organisations with a senior wellness champion also had a greater proportion of staff who felt that their mental health was supported by their employer.
Where to Now?
Sources
The Australian Productivity Commission, 2020, Mental Health, Canberra, Report no.95.
Carbonneau, A, Bruning, W, Titus-Howard, T, Ellerbeck, E, Whittle, J, Hall, S, Campbell, J, Lewis, SC, Munro, S 2005, ‘The community initiative on depression: report from a multiphase work site depression intervention’, Journal of Occupational and Environmental Medicine, vol. 47, no.1, pp. 60-67.
SANE Australia, 2020, Talking about mental health in the workplace.
Mind 2019, Mind’s workplace wellbeing index 2018/19: key insights, viewed 1 March 2021.