HRM Role in Maintaining Workplace Mental Health

The link between work and mental health

Work can have a significant impact on a persons general well-being. In addition to the financial benefits, the job can add meaning, structure and purpose to your life. It can also provide a sense of identity, improve self-esteem and offer an important social outlet (Robinson & Smith, 2024). On the other hand working in negative environment might have the opposite impact and take a heavy toll on mental health.

These are some of the risks identified by World Health Organization (2022) which impact employee's mental health at work,
under use of skills or being under-skilled for work
excessive workloads
long, unsocial or inflexible hours

• lack of control over job
• unsafe working conditions
• organizational culture that enable negative behaviors
• violence, harassments or bullying
• discrimination
• unclear job role
• under or over promotion
• job insecurity, inadequate pay, poor investment in career development
• conflicting home/work demands

Five Essentials for Workplace Mental Health

• Protection from harm
• Prioritize workplace physical and phycological safety
• Enable adequate rest
• Normalize and support mental health
• Operationalize diversity, equity, inclusion and accessibility norms
• Connection & Community 
• Create cultures of inclusion and belonging
• Cultivate trusted relationships
• Foster collaboration and teamwork
• Work-life harmony
• Provide more autonomy over how work is done
• Make schedules as flexible and predictable as possible
• Increase access to paid leave
• Respect boundaries between work and non-work time
• Mattering at work
• Provide a living wage
• Engage workers in workplace decision
• Build a culture of gratitude and recognition
• Connect individual work with organizational mission
• Opportunity for growth
• Offer quality training, education, and mentoring
• Foster clear, equitable pathways for career advancement
• Ensure relevant, reciprocal feedback

Understanding the HR-Mental Health Connection

In today's fast-paced and demanding work environment, organizations increasingly recognize the critical importance of employee mental health and well-being. As employees face various stressors, challenges and work-life balance issues, HR departments must actively support and promote mental well-being. HR departments are responsible for developing and implementing policies that prioritize mental health and well-being. This includes policies related to work-life balance, flexible work arrangements, and employee assistance programs.

What can HR leaders do to make a difference?

According to study conducted by World Health Organization (2022), between a quarter to half of the working population will experience debilitating mental health challenges at some point in their lifetime. Importantly, organization and its employees have the power and responsibility to create a healthy workplace (Ipsen, et al., 2020).

Compassionate leadership and supportive HR practices have been emphasized as essential during times of crisis (Posner & Kouzes, 2021). HRM strategies in the post-pandemic era must address the unique stressors faced by employees, such as burnout from remote work and uncertainties regarding the return to workplace (Hassard, et al., 2020). According to Olele & Achugo (2022), here are the HRM practices for employee mental health and well-being,

✔ Flexible work arrangements and work-life balance
Flexible work arrangements, such as telecommunicating, flextime and compressed workweeks have been shown to positively impact employee mental health and well-being. These practices allow employees to have greater control over their work schedules, reduce commuting stress, improve work-life balance (Allen, et al., 2015)
✔ Employee assistance programs (EAPs)
EAPs are employer-sponsored initiatives that confidential counselling and support service to employees. By implementing EAPs organization demonstrate their commitment to employees well-being and create a supportive environment where employees feel comfortable seeking help and support
✔ Mental health awareness training for managers
When managers are equipped with knowledge and skills to recognize signs of distress, they can respond empathetically and appropriately, fostering a culture of openness and understanding (Rees & Rinaldi, 2011)
✔ Wellness initiatives and resources
These initiatives may include health screenings, fitness programs, meditation sessions, and access to mental health resources
✔ Stress management and resilience training
These type of training programs equip employees with coping strategies to handle workplace stress and challenges effectively. Research suggests that employees who undergo stress management and resilience training report reduced levels of stress and increased mental well-being (Linde & Ziegenfuss, 2017)
✔ Communication and supportive work environment
Open communication and a supportive work environment are vital HRM practices that contribute to employee mental health. Transparent communication about organizational changes, recognition of employee contribution, and social support from colleagues and supervisors are essentials components of a supportive work environment (Ferres , et al., 2018)

Conclusion

As organization navigate the changing work landscape, they must recognize the significance of employee mental health in driving organizational success and sustainability. By implementing proactive HRM interventions and fostering a culture of openness, organizations can create a resilient workforce that thrives in the face of challenges.

References

Allen, T. D., Golden , T. D. & Shockley, K. M., 2015. How effective is telecommuting? Assessing the status of our scientific findings. Psychological Science in the Public Interest. 16(2) ed. s.l.:s.n.

Ferres , N., Connell, J. & Travaglione, A., 2018. Co-worker trust as a social catalyst for constructive employee voice behavior. Journal of Management & Organization, Volume 24(2), pp. 222-238.

Hassard, J., Teoh, K. R. & Cox, T., 2020. COVID-19 and the workplace: Implications, issues, and insights for future research and action. D. M. Rousseau ed. s.l.:Oxford University Press.

Ipsen, C., Karanika-Murray, M. & Nardelli, G., 2020. Addressing mental health and organisational. 34 ed. s.l.:s.n.

Linde, J. A. & Ziegenfuss, J. Y., 2017. A meta-analysis of the impact of resilience-building programs on negative affect and stress. Journal of American College Health, Volume 65 (3).

Olele , A. C. & Achugo, E., 2022. Employee Mental Health and Well-Being: Investigating the Role of HRM Practices in Promoting Employee Mental Health, Stress Management, and Well-Being, Especially in the Context of Post-Pandemic Work Environments in Nigeria. We train U to grow.

Posner, B. Z. & Kouzes, J. M., 2021. Leadership development in turbulent times. s.l.:s.n.

Rees, D. W. & Rinaldi, M., 2011. Mental health training for managers. Mental Health Review Journal, Volume 16(2), pp. 82-90.

Robinson, L. & Smith, M. A. M., 2024. HelpGuide.org. [Online]
Available at: https://www.helpguide.org/articles/work/mental-health-in-the-workplace.htm
[Accessed 22 7 2024].

World Health Organization , 2022. World Health Organization. [Online]
Available at: https://www.who.int//news-room/fact-sheets/detail/mental-health-at-work/?gad_source=1&gclid=CjwKCAjwhvi0BhA4EiwAX25uj9zNOJgRkvh_nYfenqWSOBGqheOQZ-iCi5teuodyLnYNvIytt0yUNRoC98cQAvD_BwE
[Accessed 22 7 2024].