Remember, for many employees being referred to occupational health can be an intimidating experience. So it’s important to reassure employees that occupational health is a supportive measure, not a punitive one.

One of the primary intentions of occupational health is to provide advice to management, enabling them to manage an employee (and their health situation) effectively and appropriately. This could mean understanding what an employee can and can’t do and putting in the necessary support to help them at work.  

On the whole, work is good for us. Wherever possible it’s generally better for us to be at work than not, and you don’t need to be 100% fit in order to be at work. A referral to occupational health can help an organisation to ensure staff are working as much as possible, and that an employee is getting the support they need without being asked to do work that they’re unable to do for health reasons.

Below are five instances in which you may consider a referral to occupational health.

1. In the early stages of an absence

When an employee is absent, involving occupational health as early as possible is helpful. There are a few reasons for this, but primarily whatever you are going to do to support the employee is best done as soon as possible.

An early intervention from occupational health means that both the employee and the employer receive clinical advice early on. The employee has information on how to manage their own condition and can seek the appropriate medical care as required. This early intervention helps to prevent the condition deteriorating and speeds up the recovery process.

At the same time a manager can understand and support with a health condition immediately, making the support considerably more effective. This could be as simple as making the employee feel valued and cared for, or could help the employee to continue working with amended duties instead of being off work.

2. When an employee is considering a return to work

A common use for occupational health is for advice on when an employee is returning to the workplace following an absence.

Ideally you will have already had an occupational health assessment with the employee, but no drama if not. At this stage occupational health can confirm that an employee is ready to return to work in some capacity, and provide advice on what this return to work plan may look like. Does the employee require any temporary adjustments? Are they fit to do some or all of their role? Will they need a gradual build up of duties at all?

This use of occupational health covers you as an employer, because it demonstrates that you’ve taken the appropriate advice to ensure an employee is safe and healthy enough to do their job. It also promotes a more sustainable return to work by ensuring they aren’t taking on more than they can manage and subsequently going off sick again.

3. When an employee discloses a health condition and may need support

An employee has bravely confided in you about their health condition, and you aren’t sure what needs to be done to support them or whether they need any adjustments in the workplace. This could be a physical health concern such as asthma or back ache. It could also be a mental health concern; perhaps your employee struggles to manage their anxiety.

As a line manager it is highly unlikely that you will be qualified as a medical professional, which means you probably aren’t going to be best place to make decisions on what treatment or support would best help the employee to manage their condition.

This is where an occupational health referral can help. You will receive the advice and information you need to support the employee with managing their condition, ultimately helping them to continue successfully completing their job and preventing any future absences.

4. When an employee may not be able to do their job

In some unfortunate circumstances it can be possible that an employee can no longer do their job due to their health.

In such an instance there are any number of possibilities you could consider as a manager, such as dismissal, redeployment or retirement (see point 5). However you are unlikely to be able to make a judgement on an employee’s future ability to perform their job, so it’s important to ask for occupational health advice.

Case law has been very clear on this in the past. Employment tribunals and court cases will never side with an organisation who has made such a decision without obtaining the necessary medical input first – so use your occupational health provider!

5. When an employee is considering retirement due to their health

If an employee is unable to perform their role due to ill-health, and it seems likely that this will extend to their normal retirement age, then ill-health retirement can be an option.

The law surrounding ill-health retirement is complicated and not a decision that can be made by the employer alone. Most pension providers including local government pension schemes will insist on a decision from occupational health. So contact your occupational health service to help you through this difficult time!

A journal can help you to tell your story, to record the events of your day-to-day life, the challenges, the successes, your goals, your plans and might include anything at all that you find inspirational such as meaningful words, quotes, pictures, articles, photographs, recipes, drawings, compliments etc.  There is no need to worry about spelling or correct sentencing, the journal is just for you and can be written any time and at any point you choose to check in with your journal.  There are no rules. 

Starting to journal is easy, find a notebook of your choice, simple or decorative, just one that you feel suits you and begin.  Make it your own.  Digital journaling works just as effectively if this suits you better, however, remember to consider the security and storage of any digital or personal private items.   Make the decision about what you would generally like to achieve from journaling.  Is it simply to write down the events of your day, or do you want to explore the deeper thoughts and feelings of your story? 

The mental health benefits of journaling are well documented and journaling can lead to a decrease in emotional distress.  There are some criticisms too, such as journaling may encourage you to place your focus on any negative thoughts and feelings you may be experiencing, keeping you in that negative space for longer than needed which may be unhelpful, however if those thoughts and feelings are there, it may be beneficial to release them by journaling and balancing this by introducing a structure to your journal, hence enabling a section for offloading and reflection, a section noting things that have gone well, a section to mark achievements and successes (however small) a gratitude section, and a section which allows you to write about goals and things you are looking forward to.  

The choices are endless, be creative.  If you think that journaling may help you, give it a go! 

1. Establish a safe space.  This can be either a physical safe space that is calm, peaceful and relaxing that you are able to retreat to, or a place where you can close your eyes and visit in your mind’s eye when times get tough.  This might be spending time with your favourite person or pet, settling down to watch your favourite movie, lying on a beautiful beach, or in the peaceful countryside.  Whatever your safe space, close your eyes, imagine the colours, sights, sounds and smells around you.  Make them vivid, breathe them in and Immerse yourself in the experience for as long as possible.  Feel the warmth, safety and contentment of your safe space wash over you, let it soothe and calm your emotions. 

2. S.T.O.P method.  Stop what you are doing.  Take a step away from the situation for 10-20 minutes (minimum) if possible.  Observe the situation from several viewpoints; write a pros and cons list if this will help.  Proceed with the situation when you are feeling more calm and logical.

3. Water.  1. Splash your face with cool refreshing water then count for 15 seconds.  Repeat this procedure 6 times or until you feel calm.  2. Half fill a sink or bowl with cold water.  Immerse both hands into the water and count for 60 seconds.  Remove your hands and count for a further 60 seconds.  Repeat this procedure several times until you feel calm.  Dry your hands and apply hand cream for 60 seconds. 

4. Look outdoors.  Go outdoors or sit by a window for 5 minutes.  Utilise mindfulness practice by noticing any signs of movement outdoors (people, insects, animals, leaves, petals, wind, cars, bikes etc).  Repeat the 5 minute timer until you feel calm.

5. Read a paragraph of a book.  Look at a paragraph of a book.  Start with the first letter of the first word, pronouncing each individual letter of the word, then read the word.  When you get to the end of each sentence, read the sentence.  Repeat this process for the whole paragraph.  When you get to the end of the paragraph, read the whole paragraph. 

It impedes healthy work habits and daily functioning, causes stress to build over time, wreaks havoc on your relationships with colleagues and friends, and clouds your judgement when performing tasks you otherwise feel confident in.

The challenge of helping those around you who suffers from anxiety as you deal with it and struggle to manage its effects in your life is a great one.

How to provide support to an anxious worker in a workplace

Employers who wants to support an employee experiencing anxiety in the workplace could benefit from consulting with an Occupational Health provider to help facilitate a healthy working environment where stress-related physical ailments are reduced. An Occupational Health provider could also help identify whether this condition interferes with any aspect of your employee’s job performance. Below are ways by which you can provide support to an anxious worker.

Encourage Communication with Your Co-workers

While speaking with someone who has anxiety can initially feel like an uncomfortable experience, it’s important to remember that they may not feel comfortable talking about any of their problems at the moment. There are many people with anxiety who responds to the situation with avoidance or silence. This can be hard to understand.

 Be Aware of the Help That is Available

The medical profession is already trained in identifying symptoms of anxiety, so when you are struggling with an anxious co-worker, you should feel comfortable seeking out help for them. Alternatively, you may talk with a professional who specializes in helping people with anxiety. If it seems that your co-worker has outgrown their initial form of treatment or will not seek further help, then it may be time for you to reach out to one yourself.

Assess the Situation

Assessing the circumstances for an anxious employee is important. If someone avoids talking about how they feel or is struggling with discomfort in a particular situation, it’s essential to assess the situation. It’s unreasonable to assume that a friend in a bad mood will be in a good one the next day if you do not ask them about it. Also, don’t assume that someone is struggling with anxiety because they have been hostile or quiet for a few days.

Explore Your Coping Strategies

Though anxiety can feel overwhelming, it mustn’t stop us from living our best lives. Whether you are struggling with your anxiety or know someone who has, knowing how you manage it can make all the difference. For example, people with anxiety are less likely to engage in unhealthy behaviors, which can help them feel better about themselves and achieve their goals without extra stress.

Final Words

Anxiety can be a dangerous condition for those who suffer from it. However, with the proper support from family and friends, anxiety can be managed and even treated with relative ease. By recognizing the severity of anxiety, offering support for it, and learning how to provide that support, you can help keep your anxious co-worker on the path towards better mental health.

According to the mental health charity Mind, at any one time, at least one in six workers are experiencing common mental health problems, including anxiety and depression.   

Another study conducted by the Mental Health Foundation discovered 45% of employees were diagnosed with a mental health issue. 

This can stop people performing at their best. Organisations perform better when their staff are healthy, motivated and focused. 

Unfortunately, because of stigma attached, employees can be intimidated about telling their manager about a mental health problem and so problems can spiral. This silence feeds misunderstanding and prejudice which can make it harder for people to be open. One of the most successful ways to encourage employees to discuss their issues is to ensure that managers are appropriate and supportive in their response.

If you, being a line manager or colleague, think a member of your team may be experiencing a mental health problem, you need to take the lead and raise this with them.

The managers should be mindful and routinely ask staff how they are doing and discuss their mental health. Your empathy and consideration towards your employees will not go unappreciated. 90% of Millennials say they’re more likely to stay with their company if they believe the organisation identifies with their needs. 

Workers can be directly impacted by the behavior of their managers. The actions of managers can help reduce stigma in the workplace. As mental health is a deeply personal and sensitive subject – there are some guidelines to keep in mind when speaking mental health issues in your workplace 

• First, choose an appropriate place and time, somewhere quiet with no interruptions if possible. 
• Share your impression of what you have seen or heard. Give factual descriptions of what you witnessed.
• Ask simple, open and non-judgmental questions and let people explain in their own words. Stay focused on the work issue you have seen/heard. Do not make assumptions.  
• Ensure confidentiality, people need to be reassured of confidentiality. It’s sensitive information and should be shared with as few people as possible.  
• Don’t try to be a diagnostician or counsellor, and don’t think that you have to have all the answers or solutions. 
• Encourage people to seek advice and support. If your organisation has an Employee Assistance Program or access to a wellbeing service like the Smart Clinic, it may be able to arrange counselling.
• Get guidance from your Human Resources consultant, especially if the employee is asking for reasonable accommodations. Follow your organisation’s policies on what information is needed to provide accommodations. 
• Reassure employees – people may not always be ready to talk straight away so it’s important you outline what support is available, tell them your door is always open and let them know you’ll make sure they get the support they need. 

Once people are well, it can be easy to forget what they have learned about factors that affect their mental health. However, it is vital to help people reflect on this and develop a plan to promote positive and healthy behavior. Sometimes, a subtle (or more obvious) drop in performance is the signal that a fellow member might be experiencing distress. If you have to consider a disciplinary process or competence process, it is wise to keep an open mind as to whether a mental health concern could be part of the picture.

In a nutshell, managers need to be approachable and confident about mental health and should take steps to normalize conversations about mental health and encourage open dialogue. Regular one-to-one meetings and catchups are a great place to ask your staff how they’re getting on and doing this regularly will help build trust and give employees a chance to raise problems at an early stage.

In the US, the World Health Organization (WHO) suggests that anxiety and depression cost the economy about $1 trillion per year in lost productivity. However, the WHO also discovered that for every dollar spent on common mental health issues, there’s a return of $4 in improved productivity and health.

What are the benefits?

Benefits of supporting your employee’s mental health can include:

Improved productivity: Research has shown that about 86% of employees treated for depression and anxiety report better performance on the job. Some studies show that treatment has also reduced absenteeism and presenteeism by 40-60%.

Higher retention: A 2019 survey has shown that more than a third of the participants reported that they left a job due at least partially to mental health. Of these reports, 59% said that mental health was their primary reason for leaving.

Decreased health care and disability costs: The National Alliance on Mental Illness reports that rates of cardiovascular and metabolic diseases are twice as prominent in those with severe mental health conditions.

Physical health and mental health are closely tied, and as a result, inspired a report named “Mental Health: A Workforce Crisis.” keeping their findings in mind, here are a few ways your company can promote employee mental health:

1. Learn how mental health affects your employees.

To start, managers and supervisors need to be trained in recognising the signs of emotional distress, so they can then respond in a supportive way, rather than a punitive or punishable one. Some employees may benefit from something as small as ‘hey, are you feeling stressed? Why don’t you take a short break for now and come back to what you were doing later?

A few steps you can take to understand your employees’ mental health better:

• Have mandatory mental health training for your company’s leaders to promote awareness of their wellbeing.
• Train managers on proper steps to take if they suspect or witness signs of emotional and psychological distress or substance misuse.
• Utilise mental health calculators to estimate the prevalence and potential costs of untreated depression and alcohol and substance abuse in the workplace.

2. Ensure that any private healthcare or wellbeing provisions you use provide access to mental health support.

• Learn more about the Equality Act and the Health and Safety at Work Act. As an employer you have obligations towards the health and wellbeing of your employees.
• Try to avoid any plans that offer “phantom” mental health coverage, which have buzzwords and services that are unlikely to be used, but with no real benefit. It may also be helpful to find out how many therapists, counselors, and psychiatrists are in your network.

3. Procure an employee assistance programme, or a corporate wellbeing service

Several companies use an employee assistance program (EAP) or a corporate wellbeing service to support workplace mental health. Some employees may be reluctant to utilise the resource due to the stigma surrounding mental health conditions or lack of understanding of who these confidential programs function.

However, there are a few things your company can do to improve EAP usage.

To encourage your employees to use an EAP, your company can:

• Select a provider who makes accessing the service fast, easy confidential and 24-hour, and emphasize these points to your employees.
• Provide and encourage direct access to mental health professionals in-network via phone or in-person.
• Offer your companies resources to employees as well as the members of their families.
• Make it simple for employees to know who to go to and access the proper resources.

4. Communicate and discuss mental health to reduce stigma and increase access to proper resources.

• Try to promote the benefits of managing your mental health regularly-whether in monthly newsletters or emails.
• Ensure that higher-ups and executives mention mental health when talking about recruitment and building an inclusive culture that helps employees be their best selves to work with them.
• Offer training and workshops so that employees can learn more about and better understand mental health and resilience.

5. Promote wellbeing.

• Incorporate flexibility as frequently as possible into your employee’s schedules.
• Offer access to other resources, such as meditation apps that can help improve sleep and reduce stress.
• Consider amplifying the break room or offering a meditation room, mindfulness training, or yoga classes at work.
• Encourage your employees to utilize their PTO and vacation time. Some companies choose to limit the number of vacation employees can roll over into the following year.
• Provide proper accommodations and develop a ‘return to work process to ensure that employees who need to take a leave of absence due to mental health issues can feel supported rather than shamed when they return.

And most importantly, it’s essential to create opportunities for employees to build relationships and connect, whether through company events, electronic message boards, or affinity groups. Having social support is one of the best, most effective ways to recover from and maintain mental health and wellness.

Without the due care and attention to what services are included in the various wellbeing packages you’re looking at, you can end up buying into a lot of services which sound nice on paper, but are ultimately of no real benefit to your staff. Even if the cost to this is small, it will still be wasted if nobody uses the service.

To that end it is worth asking a few more questions of providers who are seemingly able to offer long, detailed lists of a plethora of services all of which are included for a tiny fee, because the only way this fee can be achieved is if the services are used very rarely by staff. Although these can be nice as a ‘just in case’ scenario for your staff, for the most part you won’t see value from such a service.

So when choosing a wellbeing service for your staff, whether that takes the form of occupational health, corporate wellbeing, fast-track health services, health cash plans, employee benefits portals, or any of the other services available, consider some of these key points.

What will staff benefit from?

Perhaps the most obvious factor as to whether a service is worthwhile, is to ascertain whether staff will actually use the service. To achieve a long and exciting list of services for a competitive price, it is not uncommon for providers to include services which sound colourful but don’t get used very often, or worse still aren’t actually what they seem.

For example when a self-help programme, or specialist support is included in a package, you should always check what this actually includes. Are there one-to-one sessions that employees can access? Is there an online course with different tasks or exercises to complete? Or is it just a load of factsheets and printouts that will never get read?

What will our business benefit from?

Ok, so free doughballs with your pizza are nice, but as a service funded by an employer is that really the most beneficial service you can provide?

As an employer, you want to focus on services that are mutually beneficial to both you and the employee. For example a happy, healthy employee will be more productive in the workplace. They will be culturally better for their colleagues, and will have greater tenure and lower rates of absence. Ultimately this is far more pleasant for the employee, but it also reduces costs through recruitment fees, training, sickness pay and lost clients.

So look for services that are going to actually help your employees at a time where they need it. Some valuable, well used services include fast access to mental or physical health therapy (such as counselling or physiotherapy) or support with optical and dental care.

How do staff access the services?

Another way of ensuring that a service which sounds comprehensive, can be offered so cheaply, is by providers ensuring that it is difficult for staff to access the service. So it’s worth considering how and when your employees will be able to use the services you’ve paid for.

We know from our own data that accessing services online initially (either by an online client area, or a smartphone app) is by far the most popular approach for staff engaging with services. This is because there is no pressure at all on an employee, who can take time to read up about the service and consider if it’s right for them before choosing to engage.

These can also be accessed 24-hours a day, quietly and privately.

Unfortunately, telephone helplines are generally the least used mediums for this reason. Physical forms that need completing and returning (either by post or by email) can also represent an unnecessary hurdle for employees, and severely harm overall usage, so be aware of any provider who does not provide a good, easy to use portal. You may even wish to ask for a demonstration of this before committing to the service.

How can I (accurately) measure usage?

Beware of companies who will manually, at your request, produce a usage report. Especially if it’s one that you can’t verify.

It is in an organisation’s interest to artificially inflate the usage stats to demonstrate good value for the service. Often when the service can be accessed anonymously, there can be no way of verifying this.

At the Smart Clinic we have run a number of experiments with providers by measuring employee engagement ourselves, and then asking for a usage report and comparing it with what we know to be accurate. Sadly, we have observed large disparities between the two.

A simple of way of knowing that statistics are available and accurate, is being able to monitor usage in real time via an online client area or portal. This is technically simple for organisations to implement, so if this is not available as part of your package you can assume that there is a reason for this.

Is it good value for money?

Value for money, and therefore the price of the service, will always be a determining factor in the service you select. A high price is not always a guaranteed indicator of quality, especially for some larger organisations who rely on brand strength rather than quality of service to drive their prices up.

Of course value for money will be a factor of usage, so as above always ensure that you are adopting a service that will actually be used, and which you can accurately monitor the usage of.

Value for money will also be influenced by the service that is provided to your staff, and the effects it will have. A service that is likely to benefit both employee and employer (whether directly or indirectly) will probably be considered better value for money, than something that is for the employee only.

Are there any hidden costs?

This seems self-explanatory, but it is always worth asking the question. In our experience, very few providers will hide any costs away because they know that organisations will need to approve further spending, but nevertheless it is worth asking the question.