Managing employee mental wellbeing: COVID-19 response

Survey results, May 2020

Summary

This snapshot survey, undertaken in April 2020 by Hedroc during the Covid-19 pandemic, aims to shed some light on business leaders’ concerns regarding their employees’ mental wellbeing, and what measures they may have taken to manage this.

Respondents identified particular groups of employees they were concerned for, notably parents, those with caring duties, young people, people with ongoing health problems, business leaders and employees from black and ethnic minority groups.

A wide range of highly creative and structured ad hoc mechanisms were reported to have been initiated since most workplaces shutdown, with an emphasis on clear, targeted, transparent communication and peer-led initiatives.

The results indicate that individuals at risk of mental ill-health are being identified and supported through mechanisms that may not have previously been in place.

It is hoped that many of the recent mechanisms are integrated into organisations’ ongoing holistic mental wellbeing strategies, where their potential long-term effectiveness can be regularly assessed.

On 23rd March, 2020 the UK government recommended the closure of certain businesses and venues in response to the outbreak of Covid-19 virus.. A similar approach was adopted by most countries around this time.

This occurred when employee Mental Health and Wellbeing was becoming a research and strategic priority among the business community.¹ Stress, anxiety and depression have recently been shown to be responsible for half of working days lost in Britain due to health issues, costing employers £45 billion a year.²

All organisations are encouraged to be equipped with the awareness and tools to not only address, but prevent mental ill-health, caused or worsened by work.¹ Currently 44% of organisations in the UK report having a wellbeing strategy that is aligned to the wider organisation strategy.³

Background

The relationship between mental health and the workplace is already considered to be complex.²

The outbreak of Covid-19 and subsequent response further compounds these issues. For instance 48% of adults in the UK report that their wellbeing has been affected by the virus.⁴ This tests both the reactive and preventative mental wellbeing policies and strategies that organisations currently have in place.

By undertaking research on the current situation, the results aim to indicate suggestions to business leaders to prioritise groups and strategies around safeguarding employee mental health in their organisations.

There is very little evidence regarding the effects to employee mental wellbeing, following a novel, nationwide response to a virus, For this reason, an open-ended, qualitative survey was designed. A qualitative methodology provides insights into novel issues or helps to develop ideas or hypotheses for potential quantitative research.

During April 2020 Hedroc contacted HR, Wellbeing, Health & Safety, Diversity & Inclusion, Rewards & Benefits, Learning & Development Leaders and Senior Managers in the private sector, to explore how employers perceive the impact of Covid-19 on employee mental wellbeing, and understand what they have been doing in order to meet their needs.

Individuals were contacted via email and through social media to complete an online survey designed by Hedroc. Respondents were invited to answer questions in their own words. The survey was analysed qualitatively, using thematic analysis. The most commonly cited topics and ideas are included in the results.

Respondents were anonymous, and all data gathered from the surveys are held in line with the Hedroc Privacy Policy.

Hedroc

Hedroc employs qualified professionals to deliver clinical services which are rooted in scientific evidence to cultivate employee happiness and resilience.

It is dedicated to employing robust, scientific methodology, to inform recommendations and service delivery.

A team of Clinical and Counselling Psychologists deliver Hed Gym services, which are safe, confidential spaces for employees to talk in the workplace.

The Hedroc Consultation service, comprising of Clinical and Organisational Psychologists, supports employers to measure employee mental wellbeing and performance, so that leaders can make informed, ongoing strategic decisions around mental wellbeing policy and providers.

MethodologyBy placing employee mental wellbeing under a microscope at this time, the responses may also unearth ongoing concerns which will benefit from being addressed, and continue to be implemented, as government policy on lockdown is eased.

Results

Please describe any concerns you may have for your employees' mental wellbeing at this time.

● Isolation● Disconnect

● Increase in anxiety and paranoia

● Stress

● Health ● Family and caring

● Multi-tasking (if have children or care responsibility)

● Work-life balance

● Excessive working hours

● Time becomes warped

● Not taking leave

● Financial

● Uncertainty

● Job security ● Managing work challenges

● Feelings of inefficiency

● Post virus/ knock-on effects

● Return to work

In relation to mental wellbeing, which particular groups of people are you concerned about in your team?

● Parents● Staff with caring duties● Staff working on specific tasks outside

their team● Front line teams

● Staff with previous mental and physical health concerns

● Introverts & extroverts● Anxious people/ overthinkers● People shielding previous pre-existing

conditions

● People from diverse backgrounds● Young people● Single people● People living on their own● People from overseas● People who rarely seek out support

● Those who have been furloughed● Business leaders● People who have difficulty tying their

work to the overall success of the company

The original questions and most common responses are included in the results. The exact language has been published here, in order to avoid any confusion through assumptions of implicit meaning of the respondents. The highlighted responses indicate those which appeared the most in post word search analyses of the responses.

In relation to mental wellbeing, what are you concerned about for the particular groups you mentioned above?

● Isolation ● Loneliness● Disconnect● Anxiety● Paranoia● Feeling overwhelmed

● Burn out● Lack of self care● Lack of energy● Lack of focus● Stress

● Increased risk of previous health conditions

● Risk of Covid-19

● People slipping through gaps of support mechanism

● For those furloughed – keeping structure and contact

● Money worries

What actions have you taken to ensure the mental wellbeing of the particular groups you mentioned above?

● Webinar support groups● Check-ins● Emotional support● Regular meetings, calls to touch

base (targeted)● Talking shops● Happy hours; informal virtual

chats over beer/ coffee● Regular catch-up/ group zooms

open to all● Help with focus and structure

·

● Information sharing● Communicating company finances● Rapid response to questions and issues● Clear messaging to leaders and

managersabout individual outreach

● Increased supervisor access● Supporting specific staff who have been

inflexible, shown difficulties moving forward

● Line manager support to have conversations

● Flexible deadlines● Executive coaching for those interacting

with stakeholders

● Additional time off/ flexibility for parents ● Friends and family hardship loans (loans

to relatives)● Care packages for those ‘shielding’

What general actions have you taken to ensure the mental wellbeing of all your employees?

● Regular update communications with staff

● Regular communications: daily call to each team, with workload a focus

● Focus on clarity of communication/ increased frequency

● Reminding people of ongoing mental wellbeing strategy, signposting existing resources

● Leader support groups

● Acknowledging the difficult situation● Flexibility

● EAPs● Daily meditation and yoga run be staff● Trying to be kind and supportive● Providing colleagues the means to

maintain active involvements through social media

Are there any further actions you would like to take in order to ensure your employees stay mentally healthy at this time?

● Offering therapy as an optional perk ● One to one sessions paid for by the

company● Remote mental health training and

mental health apps● Providing longer term support through

OHU

● Make sure staff take time for self-care and to discuss any concerns at an early stage

● Ensure working hours are respected, employees take breaks

● Continuously looking for new ideas

Discussion

In this discussion, it is not possible to pick up on all of the issues expressed by the respondents. Those issues which were unexpected, or may benefit from exploring to move forward after lockdown, are considered here.

Employees were most concerned about the experience of ‘isolation’ with possible disconnection on the impact to employees’ mental health. Respondents also noted their concern for employee mental health around the ‘post virus knock on effect’ and ‘return to work.’ The ‘return to work,’ whether it be post-furlough, or moving physically back to the office is now more imminent than when some completed the survey.

Respondents indicated that they were most concerned for employees who are parents, They also raised concerns around employees who have further caring commitments, and those living alone, or have family overseas.

Concerns were also raised for those from ‘diverse backgrounds.’ One group, being Black and Minority Ethnic (BAME) communities, are already more often diagnosed with mental health issues.⁵ Regrettably, four times more BAME individuals in the UK have been dying from the virus, in comparison to their white counterparts.⁶ This suggests that the virus will have a broader impact beyond fatalities, leaving a disproportionate number of employees from BAME communities grieving for loved ones who have fallen victim to the virus.

It is not quite clear why those who are considered by respondents to be ‘extrovert’ or ‘introvert’ are also seen as higher risk, (and how these individuals have been identified by staff). This may be an acknowledgement that some organisations use personality scales such as the MBTI, to assess traits and then hopefully adapt tasks and support for employees accordingly.

Concerns were also raised for those who ‘shield previous existing conditions,’ with the assumption that they will find it more difficult to access support as a means of managing their mental wellbeing when working under different conditions.

‘Isolation’ was considered to be the main concern for the particular groups mentioned. There was also concern for ‘slipping through the gaps,’ possibly with reference to those who ‘shield.’ This also raises questions around the mental wellbeing strategies that were in place prior to the Covid outbreak, and whether they are robust in this current climate.

An advantage of identifying those at particular risk during this time, implies that these groups may always be under more pressure in normal times; the virus has thrown them into the limelight. By also acknowledging those who may be ‘slipping through the gaps,’ of the current support systems, employers can review their current wellbeing strategy, to understand why they are less likely to access support.

As responses to the actions that employers have taken to ensure mental wellbeing, reassuringly, the word ‘support’ was used the most; delivered in both formal and informal ways.The number of informal ‘support’ mechanisms, such as virtual happy hours, talking shops and group zoom calls, open to all, indicate that employers have attempted to bridge the gap lost by employees who would naturally socialise in a physical office space, and that this is an extremely important aspect of working around others. The response ‘trying to be kind and supportive’ suggests the virus has evoked a need for leaders to also focus on emotional support.

Information was also shared regarding the organisation’s current wellbeing strategy, available resources and sign-posting options. The Employee Assistance Programmes (EAP) were also mentioned as a means of ensuring employee mental wellbeing. Prior to the outbreak, typically, just 2-4% of employees contacted EAPs to talk to a counsellor. It is too early to speculate, but it seems logical that if there has been a huge upsurge in employees seeking talking support through their EAPs, providers simply might not have the resources to upscale high quality levels of support in response to a global crisis.

The different forms of communication factored through a review of clarity of how information is shared and an increase in regular updates and check ins, identifying those who should be targeted, factoring in emotional support, and also reviewing focus and work structure. Communicating transparency in company finances also sounds like it could help to manage employe anxiety during a period of job insecurity.

The communication from leaders to line managers and supervisors, was also reviewed, with daily calls to teams, and increased access and support to consider targeted outreach, and guidance on how managers might manage conversations with employees. Support groups for managers was also mentioned.

‘Flexibility’ also factored regularly in responses. The flexible approach of both employers and employees to respond and maintain working systems, alongside evolving technology to aid this, has been a huge achievement during the crisis.

The offer of a loan to struggling family members of staff was encouraging.

The method of using employees to run yoga and meditation classes indicates that peer support initiatives can be a useful way to implement support programmes in the workplace. The potential for social media as a means of peer support was also mentioned.

In regards to what leaders would like to see in place, access to professional therapy support was repeatedly mentioned. This is in line with CIPD guidance that ‘early access to specialist support is vital.’³ Leaders were also keen to see mental health apps used more, and hope that the Occupational Health services (available to some organisations) broaden its role in the future.

There was an indication of developing preventative strategies, where employees can discuss their concerns ‘at an early stage.’

Leaders also hoped that in the future, employees would be further supported to ‘take breaks’ and that their working hours are ‘respected.’

The survey serves to identify the issues employees’ leaders are concerned for, in regards to their mental wellbeing, and the variety of amazing, creative initiatives that have been in put in place in such a short time. It pays tribute to the flexibility of organisations and their staff, and also highlights huge progress in good practice, in relation to clearly and regularly communicating with staff and managers, and prioritising emotional support.

As the lockdown is eased, organisations now have the opportunity to maintain many of the initiatives that were reported to be useful.. Employees who may be vulnerable to mental ill-health appear to have been acknowledged and receiving the further support that they may well have required before and after the lockdown. It is hoped that these individuals continue to be identified by embedding regular monitoring and screening processes into organisational systems. Given the speed of change and response, some of these initiatives may now currently exist in a piecemeal fashion, without necessarily sitting within a joined-up, holistic wellbeing strategy.

The next challenge for leaders will be to integrate the new initiatives into an holistic strategy, and regularly review the strategy for its effectiveness and return on investment, in order to ensure employees and their organisations are resilient and thrive.

● Early identification and structured, targeted support for those who are more vulnerable to workplace pressures.

● Developing internal communication channels.

Formal:

Regular updatesRegular check insTargeted check ins Regular check ins for feelingsRegular check ins for workloadDaily calls to teamsTransparent company finance updatesCurrent wellbeing strategy/ signposting

Informal:

Virtual happy hours and other social mediaManager support groups

● Encouraging peer led support initiatives

● Sharing respect for working hours

● Encouraging flexibility

● Service providersAccess to qualified therapistsRolling out more responsibility to Occupational Health Further access to mental health apps

● Integrating new initiatives into existing wellbeing strategies, and assessing effectiveness

Suggestions

The suggestions below indicate a selection of findings from the survey. It is not designed as an exhaustive list, but highlights some issues you may wish to consider as the lockdown eases.

About hedroc

Cultivating resilience….

Rooted in scientific evidence, hedroc employs qualified professionals to deliver clinical services that cultivate

happiness and resilience.

Hed Gyms are safe, confidential spaces at work, where employees can talk with a Hedroc ‘Cog’. Cogs are placed in the workplace, and available online, where they are regularly available for 1-1 ‘Myndspace’ sessions, throughout the day. A great, proven mechanism for early identification and mental health support.

Consultation. Supporting organisations to measure employees’ wellbeing and performance, so that leaders can make informed, focused strategic decisions and continue to effectively measure wellbeing.

All enquiries:

info@hedroc.co.uk

References

1. Stevenson, D. & Farmer, P (2017) The Stevenson / Farmer review of mental health and employers. Gov.uk.

2. Hampson, E & Jacob, A. (2020) Mental Health and Employers. Refreshing the case for investment. Deloitte.

3. CIPD. (2020) Health and Wellbeing at work. Survey results 2020. CIPD.

4. Office of National Statistics, (2020). https://www.ons.gov.uk/peoplepopulationandcommunity/healthandsocialcare/conditionsanddiseases/bulletins/coronavirustheukeconomyandsocietyfasterindicators/7may2020#coronavirus-and-the-social-impacts-on-great-britain

5. Grey, T., Sewell, H., Shapiro, G., & Ashrad, F. Mental Health inequalities facing UK minority ethnic populations (2013) Journal of Psychological Issues in Organisational Culture (3.1, 146-157).

6. Barr, C., Kommenda, N., McIntyre, N. & Voce, A. (2020). Ethnic minorities dying of Covid-19 at higher rate. https://www.theguardian.com/world/2020/apr/22/racial-inequality-in-britain-found-a-risk-factor-for-covid-19

Thanks to Joana Suta for her input, and all those who completed the survey.