Employers and managers are being urged to take a more proactive approach to their workplace culture and the mental health of their employees, after a global survey of 1,200 workers suggested that up to one-quarter of the workforce are showing symptoms of depression and small businesses have found the going tough over the past year.
The 2011 Global Mindset Index report found that compared to their bigger multi-national counterparts, small business leaders and employees anticipate a tough road ahead as they work hard to recover from the global financial crisis.
It also found 23% of the respondents recorded having felt five or more of the key depressive adjectives (such as irritable, worried, troubled sleeping, withdrawn and overwhelmed) over the past year.
“Put in a literal sense this means that 23% of the surveyed global workforce is depressed,” the report says.
“Clearly this has a major impact on both personal and organisational performance.”
The report, conducted by consultancy group rogenSi, also found that Australians are just as concerned about global economic conditions and what this means for the future as their European and North American counterparts.
“Their uncertainty about their future at work, coupled with a lack of optimism about what lies ahead, helps to shatter once and for all the perception of Australia’s isolation from negative impacts brought about by the crisis,” the report says.
The report advises business leaders to:
Ingrid Ozols, founder and managing director of MentalHealth@Work, says the report matches similar studies on workforce mental health and anecdotal evidence.
She says it is crucial managers recognise when they themselves are feeling overworked and stressed out, keep an eye out for their employees, and then ensure they have workplace that says “it’s okay to be human”.
Ozols says it’s not just about flexible work arrangements and mental health days, but asking people if they are okay and being prepared to hear an honest answer.
“Australians are great at asking, “How are you?”, but they’re not so good at hearing the answer,” Ozols says.
“It’s about making employees confident that they will be listened to,” Ozols says.
“And ensuring the manager has the ability to have a brave conversation.”
She says a change in workplace culture doesn’t happen overnight and will take time and resources, but evidence suggests that improving the culture delivers a return on investment, with valued employees less likely to depart if they are confident their workplace won’t desert or malign them during one of life’s inevitable struggles.
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