When it comes to mental health issues in Canadian workplaces, misinformation, fear, and prejudice remain far too prevalent. Canadian organizations have taken some steps to remove the stigmas but employees who experience such issues continue to face challenges in the workplace, which can impede their career advancement and success.
In June 2011, The Conference Board of Canada released a report, Building Mentally Healthy Workplaces: Perspectives of Canadian Workers and Front-Line Managers, which provides a national perspective from working Canadians on their work environment and the degree to which it supports their mental well-being. The report is based on a January 2011 survey of 1,010 individuals currently employed on either a part-time or full-time basis, including 479 front-line managers. The research was supplemented by 30 in-depth, follow-up interviews.
Prevalence in Canadian Workplaces
The study’s definition of a mental health issue was very broad. It included excessive stress, anxiety, depression, addictions, bipolar disorder, and schizophrenia, among other issues. Of those surveyed, 44 percent reported that they were either currently experiencing or had previously experienced such an issue.
Disclosing a Mental Health Issue in the Workplace
The research revealed that most employees would be uncomfortable disclosing a mental health issue to anyone in the workplace for fear that it would affect their career opportunities within the organization.
Their concerns are not unfounded. According to the survey, over a quarter of the employees who discussed such an issue with their employer reported that this disclosure negatively affected their career advancement and compensation. This fear of negative repercussions may prevent employees from using the workplace resources available, particularly if the employee and his or her manager do not trust each other.
The Role of Managers
Managers play an essential role in creating a workplace that sustains and supports employees’ mental well-being. They implement the organizational practices and influence the workplace culture that can trigger or aggravate a mental health issue. They are also in an ideal position to detect warning signs early and direct the employee to the appropriate resources, inside or outside the organization.
However, 44 percent of the managers surveyed had had no training in managing employees with mental health issues. Despite the lack of training, they were very confident that they could effectively support and manage an employee experiencing difficulties. In fact, over 80 percent of managers reported that they felt comfortable discussing mental health with employees and that they would be able to direct a staff member to the appropriate workplace resources.
Employees, however, had a very different perspective. Only 29 percent of employees felt that their supervisor was knowledgeable about this subject and just a quarter of employees believed that their supervisor managed mental health issues effectively. Overall, less than a third of employees reported that it would be useful to discuss such an issue with their manager.
Additional Manager Training is Required
To bridge the gap between managers’ and employees’ perceptions, more training is required. During the follow-up interviews, even managers who had received some training said it was insufficient and did not help them when they faced a real and complex situation at work. They identified several areas where they needed more in-depth training, including training on how to do the following:
- Recognize warning signs;
- Talk with a staff member about his or her mental health; and
- Meet their legal obligations when managing an employee with a mental health issue
Mental Health is a significant business matter. Employers need to recognize the role immediate managers play in helping or hindering employees’ mental well-being and develop processes and practices to build managers’ capacity to support workers.
Source: Louise Chenier, Research Associate, Human Resources Management Research, InsideEdge, The Conference Board of Canada’s e-Magazine, August 8, 2011