Mind’s Campaign for Mental Wellbeing at Work

Mind’s vision is one of a society that promotes and protects good mental health for all, and treats people with experience of mental distress fairly,

positively and with respect

• Mind (NAMH) is the leading mental health charity in England and Wales

• Established in 1946 - Central Association for Mental Welfare (1913); the National Council for Mental Hygiene (1922); the Child Guidance Council (1927)

• Mind’s network of 180 independent LMAs provide local services to over 2,000 people every year

• Mind actively employs people with direct experience of mental distress; Mind’s Council of Management is representative at 50%

1 in 4 adults experience mental health

problems in any given year

1 in 6 adults experience mental health

problems at any given time

ONS Psychiatric Morbidity report, 2001

• Anxiety, depression and ‘unmanageable’ stress affect 1 in 6 British workers each year (ONS)

• 8 in 10 employers do not have a specific mental health policy (reactive and/or proactive) to help staff develop or maintain good mental health (Shaw Trust)

• Mental ill health costs UK employers over £26bn every year (does not include tribunal costs)

• 70 million days are lost every year due to mental ill health

What’s stressing us out? (Scottish Widows, 2010)

2010 – Workplace Research

Mind’s Employee Research (May 2010):

•41% are currently ‘stressed’ or ‘very stressed’ in their jobs (more prominent than money, relationships and health issues) 

• 2 in 3 are under more pressure by management since the downturn

• 1 in 3 feel stressed by a reduction to budgets in their workplace

• 48% are scared to take time off sick

•28% of private sector employees report their stress as being directly linked to the threat of redundancy; (41% across the public sector)

•7 in 10 said their manager would not help them cope with stress (“just get on with it – you’re lucky to have a job”)

2010 – Workplace Research

The High Cost of Stigma in the Workplace

• 40% of employers feel that employees with mental health problems pose a ‘significant risk’ to their business

• 11% believe that employees who are absent for more than ‘a few weeks’ with mental health problems are unlikely to ever recover

• So, what’s the incentive for an employee to want to come back when well?

• 23% feel employees with mental health problems are ‘less reliable’ overall

• 51% say negative attitudes of management team and colleagues are a major barrier to employing people with mental health problems

Shaw Trust Employer Research (2010)

•PEHQs – the problem is still with us!

•1 in 5 people have lost jobs due to their diagnosis

•Confidentiality is not given the same priority (HIV+, IVF)

• Mental health issues are still fodder for gossip (psycho, nuts, bonkers, freak)

• Once “out”, employees tend to be pathologised by managers and colleagues

• Medical v Social model – ‘Fit Notes’ have not caught up (not salutogenic)

•Incidents of bullying and harassment remain higher amongst people with mental health problems than across the general employee population

The effects of stigma – far reaching