The 7th annual MAD World Summit

“Global minimum benefits standards are gaining traction with multinational employers. Mental health support should be an essential component of this”, says Janet Heaton, Principal – Global Benefits at Aon. 

Global minimum benefits standards give employees access to the same core set of benefits, regardless of where they work. This creates a more equitable, inclusive approach for all employees and helps to support wider industry trends, such as benefits transparency. 

Wellbeing benefits that support employees’ mental health are crucial as part of a minimum standard, both to attract and retain talent and to help employees remain healthy and productive at work, wherever they are based. 

The Aon 2024 Global Benefits Trends Study asked 288 professionals with benefits responsibilities in at least two countries for their views on key trends affecting global benefits practices. 

Our key findings included: 

• The global benefits profession is evolving to become more strategic. As a part of that, benefits goals are becoming more closely aligned with broader corporate objectives. 

• Setting global minimum benefits standards that work alongside diversity, equity inclusivity and belonging (DEIB) strategies, holistic wellbeing and the future of work are emerging as a new practice for benefits professionals. 

Good employee mental health has a key role to play in both of these trends. To fulfil corporate objectives such as business growth and improved productivity requires a healthy, engaged workforce. 

Achieving that means investing in preventative techniques that support mental wellbeing such as improving resilience and building a supportive workplace, alongside benefits like private medical insurance and employee assistance programmes (EAPs) that enable employees to remain in work or return to work quickly if they experience mental ill-health. 

How does mental health fit into a global minimum benefits standard?

Our research found that 43 percent of companies either offer or plan to offer global minimum benefits standards for their workforces. Globally, 57 percent of respondents want to integrate benefits with wellbeing as part of that process. In the UK that figure rose to 59 percent. 

For organisations that have already set minimum benefits standards, the most common components are life insurance (73 percent), an EAP (73 percent), maternity (70 percent) and paternity (69 percent) leave. Almost half (49 percent) said that they included preventative health in their standards. 

Including an EAP as part of a minimum standard suggests that employers already recognise that helping employees when they are struggling with their mental health or have personal worries is vital. 

Future mental health benefits in a minimum standards strategy 

While EAPs are a relatively straightforward and cost-effective opportunity to support employees’ mental health, many businesses already choose to offer more. Self-identified mature organisations are more likely to include minimum standards around mental health benefits in their strategy, and from an industry sector perspective, life sciences and professional services are particularly focused on mental health.  

Beyond the core of a minimum benefits standard, employers are also engaging with employees’ mental health in other ways, such as mental health and wellbeing days and access to digital mental health support. Other benefits, including sabbaticals and financial wellbeing support, can also contribute to good employee mental wellbeing. 

Creating a mentally well workforce – either as part of a minimum benefits standard or within a wider wellbeing strategy – requires a collaborative approach.  Colleagues from Diversity, Equity, Inclusion and Belonging (DEIB), Environmental, Social and Governance (ESG) and HR teams engaged in the future of work can all play a part in making sure that mental wellbeing is embedded into an organisation’s culture, as well as forming a core part of a benefits strategy. 

Building and measuring an effective minimum standard 

A key test of whether a minimum benefits strategy is effective is whether employees value it and use it. However, our research found that only 18 percent of organisations say benefits are well understood by employees.  There is clearly work to do in making sure that people know what is available to them, how to access it and where to turn first if they need support with their mental wellbeing. Benefits professionals will be unable to accurately assess the impact of mental health programmes and minimum standards if employees don’t use them. 

Inevitably, cost and value are a challenge for employers, across all benefits provision.  Medical inflation is still high and that means benefits professionals will be looking carefully at their strategies to prioritise healthcare spending. That could mean evaluating mental health support that’s already available in products such as private medical insurance and making best use of tools such as ‘free’ EAPs or other support within those products.  Understanding employee needs is another crucial factor in creating a global minimum standard – especially when it comes to mental health support.  We found that 59 percent of respondents include employee voice as part of their strategy planning, and this is an important step towards understanding what employees really want and value.  

Although setting global minimum benefits standards is a relatively new practice, we expect more multinational businesses to adopt this approach in future, with mental health support as a key component.  Here are five key actions to prepare:   

Five key actions 

• Think about the strategic significance of good mental health within your benefits and business priorities, and if it should be part of a global minimum benefits standards. 

• Identify the mental health-related benefits that you already offer to at least part of your workforce and evaluate whether these could be part of a global minimum standard.  For example, EAPs can be a relatively straightforward benefit to offer to a global workforce. 

• Plan for how you might evolve or expand your minimum support for mental health over time as part of a wider strategy, and how you will assess the effectiveness of any current benefits. 

• Listen to employees and make sure their mental health needs are being met as part of any strategy review. 

• Make sure employees understand what benefits are available to them to support their mental health, and how they can find them when they need them. 

Read Aon’s 2024 Global Benefits Trends Survey. 

To see how Aon can find solutions to your Global Benefits challenges, email letstalkbenefits@aon.co.uk, or call +44 344 573 0033. 

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The world of workplace culture, employee health and wellbeing is evolving fast. Suppliers in this space need to stay agile in order to adapt. They must also have a clear vision for the future.

To see who is really thinking ahead with this agenda, Francis Barham, Event Director for our sister events The Watercooler and The Office, threw down the gauntlet. He invited suppliers to share their five year vision – along with an explanation of how we will achieve this. Including, anticipated obstacles and what’s needed to overcome them.

We received a wide range of entries and many resonated clearly with our mission at www.makedifference.media. I was particularly impressed by the picture painted by Charlotte Hunter from At Work Wellbeing. Her humanist workplace – with a collective mindset that creates the perfect conditions for optimal mental wellbeing, where stress is not a burden but a motivating force that drives people to achieve their best, and physical health is equally prioritised – is a utopia I’d like to see all employers aspiring to.

We’ll publish Charlotte’s entry in the coming weeks, as well as some of the other stand-out pieces.

However, this week is dedicated to the winner; Quantum Coaching’s comprehensive vision for workplace culture, employee health and wellbeing. This stood out above the rest because it gives an inspiring, holistic and also practical perspective, is non-promotional and – above everything else – it meets the brief. See what you think…

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In the ever-evolving landscape of the workplace, the next five years present a pivotal  opportunity to reshape organisational culture, prioritise employee health, and enhance  overall wellbeing. The COVID-19 pandemic has fundamentally shifted the way we work, highlighting the need for flexible, supportive, and inclusive workplace environments.

As we look ahead, it’s crucial to envision a future where workplace culture and employee wellbeing are not just buzzwords, but foundational elements of every organisation’s strategy. We’ll see a greater utilisation of tech to provide on-demand personalised tools for individual wellbeing alongside a number of other developments.

This article explores a comprehensive five-year vision for workplace culture, employee health, and wellbeing, outlining the steps needed to achieve this vision and the challenges we may face along the  way.  

1. The Vision for Workplace Culture and Employee Wellbeing  

a. A Culture of Inclusivity and Diversity – In the next five years, successful organisations  will foster a culture of inclusivity and diversity. This means not only embracing a diverse workforce but also ensuring that all employees feel valued, respected, and included. This culture will be characterised by transparent communication, equal opportunities for growth, and a genuine commitment to diversity at all levels of the organisation.  

b. Holistic Employee Wellbeing – The concept of employee wellbeing will expand beyond traditional physical health measures to encompass mental, emotional, and financial  wellbeing. Organisations will recognise that a holistic approach to wellbeing is essential for fostering a productive and engaged workforce. This will include providing resources for  mental health support, promoting work-life balance, and offering financial wellness programmes.  

c. Flexible and Adaptive Work Environments – The future workplace will be defined by flexibility and adaptability. This includes embracing hybrid work models that combine remote and in-office work, flexible scheduling, and a focus on outcomes rather than hours worked. Such environments will empower employees to balance their professional and personal lives more effectively, leading to increased job satisfaction and productivity.  

d. Employee Empowerment and Development – Organisations will prioritise continuous learning and development, equipping employees with the skills and knowledge needed to adapt to changing job requirements. This includes investing in professional development programmes, mentorship, and harnessing tech to provide individual solutions for wellbeing. Empowering employees in this way not only enhances their capabilities but also fosters a  sense of purpose and engagement.  

2. Pathways to Achieving the Vision  

a. Leadership Commitment and Role Modelling – Achieving this vision requires a top down approach, where leaders are committed to building and maintaining a positive  workplace culture. Leaders must actively demonstrate the values and behaviours they wish to see throughout the organisation. This includes promoting transparency, encouraging open dialogue, and taking actionable steps toward diversity and inclusion. 

b. Investment in Employee Wellbeing Programmes – Organisations must invest in comprehensive wellbeing programmes that address the physical, mental, and emotional needs of employees. This includes offering health and wellness benefits, providing access to mental health resources, and promoting healthy lifestyle choices, in concert with  providing meaningful tools for employees to access and make use of their options.  Financial wellness programs, such as retirement planning and debt management, will also be crucial in supporting employees’ overall wellbeing.  

c. Adoption of Technology and Tools – The integration of technology will play a critical role in creating flexible and adaptive work environments. This includes utilising digital collaboration tools, implementing remote work solutions, and leveraging data analytics to understand employee needs and preferences. Technology can also be used to streamline processes, reduce workload, and enhance communication within the organisation. Tech will be important for offering employees a bespoke, on-demand service, and we’ll see things like AI wellbeing assistants begin to appear.  

d. Building a Culture of Continuous Feedback – Regular feedback is essential for continuous improvement and employee engagement. Organisations should establish mechanisms for both giving and receiving feedback, including regular performance reviews, employee surveys, and open forums for discussion. This feedback culture should be constructive, supportive, and focused on growth.  

e. Fostering Community – With the growth in hybrid and remote working creating a real world environment where employees can meet up and interact will become increasingly important not only to foster wellbeing, but to help shape and drive company culture.  

3. Obstacles to Overcome  

a. Resistance to Change – One of the significant challenges in achieving this vision is resistance to change. Employees and leaders alike may be accustomed to traditional ways of working and may resist new approaches. Overcoming this obstacle requires clear communication about the benefits of change, as well as involving employees in the decision-making process to gain their buy-in and support.  

b. Resource Constraints – Implementing comprehensive wellbeing programmes and flexible  work models requires significant investment in terms of time, money, and resources.  Smaller organisations or those facing financial constraints may struggle to allocate the  necessary resources. To address this, organisations can explore partnerships with external providers, leverage technology to scale solutions, and prioritise initiatives that offer the  greatest impact.  

c. Balancing Flexibility with Organisational Needs While flexibility is crucial for  employee wellbeing, it can also pose challenges in terms of maintaining productivity and  meeting organisational goals. Striking the right balance requires clear guidelines and  expectations, effective communication, and ongoing monitoring of outcomes to ensure that both employee needs and business objectives are met.  

d. Addressing Diverse Employee Needs – Employee needs and preferences are diverse, and a one-size-fits-all approach to wellbeing and workplace culture will not be effective. Organisations must recognise and accommodate this diversity by offering a range of  programmes and benefits that cater to different needs. This includes considering cultural  differences, varying job roles, and personal circumstances. 

4. What’s Needed to Overcome These Challenges  

a. Clear Vision and Communication – To overcome resistance and resource constraints, it’s crucial for organisations to have a clear vision and communicate it effectively. Leaders should articulate the benefits of the new culture and wellbeing initiatives, setting out a roadmap for achieving the vision and addressing any concerns that arise.  

b. Flexibility and Adaptability – Organisations must be flexible and adaptable in their approach, willing to make adjustments based on feedback and changing circumstances.  This includes being open to new ideas, piloting initiatives before full implementation, and continuously evaluating the effectiveness of programs and policies.  

c. Focus on Long-Term Benefits – While the investment in workplace culture and  employee wellbeing may be substantial, organisations must focus on the long-term benefits. A healthy, engaged workforce leads to improved productivity, reduced turnover, and a positive employer brand. This long-term perspective can help justify the initial investment and sustain momentum over time.  

d. Collaboration and Partnership – Building strong partnerships with external experts, including wellbeing consultants, mental health professionals, and technology providers, can help organisations overcome resource constraints and implement effective solutions. Collaboration with other organisations to share best practices and resources can also be  beneficial.  

Conclusion  

The next five years present a unique opportunity to transform workplace culture and  prioritise employee health and wellbeing. By fostering a culture of inclusivity, investing in holistic wellbeing programmes, investing in wellbeing tech, embracing flexible work models, empowering employees and creating in-person opportunities to mix and mingle, organisations can create environments where both employees and businesses thrive.  

While challenges such as resistance to change, resource constraints, and diverse employee needs exist, they can be overcome through clear communication, flexibility, a  focus on long-term benefits, and strategic partnerships. The future of work is not just about adapting to change; it’s about proactively shaping a workplace where everyone can succeed and thrive. 

About Us: Quantum Coaching Limited  

We believe there’s a growing need for simple, balanced and uncomplicated strategies that  dramatically improve the physical and mental health of employees and positively impact productivity.  

Corporate clients we have worked with include CitiBank, KPMG, NBC Universal,  AkzoNobel, Sodexo, Cisco, Google, Morrisons, Ignis and more…  

IOSH is the voice of the occupational health and safety profession, headed up by Vanessa Harwood-Whitcher, who is speaking at our forthcoming MAD World Summit (this takes place on 17th October in London, for the full agenda and to register, see here).

Talking to her, it’s immediately apparent that she is an empathetic leader with an open and honest leadership style who says, being child free, she probably channels her nurturing instinct and desire to see others thrive, into her team.

Based in Leicester, a diversity hot spot, she was deeply upset by the right wing riots recently which affected some of her team’s confidence in bringing their whole selves to work; something she feels passionately that all employees should be able to do.

We caught up with her ahead of her appearance at MAD World to find out more…

You are taking part in the opening keynote at MAD World entitled ‘the big debate: individual versus institutional change’. Which side are you going to be arguing?

It’s a really interesting question because I think the answer is probably a blend of the two to be quite honest. But I would have to argue for the institutional side because organisations like mine, IOSH, are setting and improving standards around worker health and wellbeing for employers to implement. So, institutional change, you could say, is my day job!

What might you say to persuade someone of your case?

Well, firstly there is absolutely a legal duty to ensure worker health, safety and wellbeing is looked after, and avoiding this legal duty could mean large fines or being imprisoned. There is also a very strong moral argument for investing in safe and healthy work.

I think it’s really about going beyond compliance and realising that if you have a happy and healthy workforce, your employees are going to be more productive, and that is good for business and good for society as a whole. 

It means people go home to their families happy. They’re bringing in an income. They are staying in work which is good, not only for their financial wellbeing, but their mental wellbeing too. Generally, that means they won’t put extra pressure on the wider community, so the ripple effects really outshine some of the compliance issues, making it a moral issue as well as legal.

In your experience, do organisations buy into the moral argument?

It really varies and often depends on what types of customers they’re serving and whether shareholders or investors are scrutinising their social sustainability and contribution towards the UN’s Sustainable Development Goals.

What would you say to a company that might think that giving their employees a meditation app is enough to cover their health and wellbeing as the main resource?

I’m sure it doesn’t do any harm, but actually I would really advocate looking at root causes of a lack of psychological safety and for mental health issues. An app can’t do that. It may help monitor in some way and I’m not denying it could have a role, but fundamentally businesses need to take a more strategic look at what they’re doing, their culture and what systems they have in place.

Typically, we would ask organisations to look at their risks. For example, is there anything causing the mental health issues? Are the right systems and procedures in place for people to speak up?

We talk a lot about creating the feeling that you can bring your whole self to work and be respected for your background and lived experience. Employees will not feel safe if they can’t do that. And feeling safe is part of the psychosocial safety contract between employer and employee.

So, basically, it’s far more complex than putting a set of apples out in your staff cafeteria on a Tuesday. I’m sure initiatives like this are appreciated by people but, fundamentally, they don’t get to the real core of what employers should be looking at.

You mentioned bringing your whole self to work. What would you say to those companies that are really against this idea of bringing your whole self to work?

Firstly, they probably won’t attract good talent because I think there’s an expectation in workers that companies should respect that. They’re probably cutting off their supply chain of good people longer term.

To me, enabling people to bring their whole selves to work just makes good business sense, and I struggle to understand arguments against it. I guess the issue here is some employers don’t want to address the things that are outside the scope of their people’s employment, such as an issue they are struggling with outside work.

What are your thoughts on supporting an employee with an issue they are struggling with outside work?

Companies have a duty of care to listen to employees and respect what they’re bringing to work. You may not be able to directly help, but you can signpost and put adjustments in place for that person that makes their working lives easier.

There are limitations on what an employer can do. But at least if you’re cognisant of the things that somebody is bringing with them, then you can at least try to help and support. 

I think there’s a dividing line between the employer looking at what risks they might be causing the individual, and then understanding that individuals will come with a whole set of things which are not directly employment-related but will absolutely affect the way in which they’re performing in their job. 

Ultimately, particularly in high-risk sectors like automotive and construction, if somebody’s mind isn’t on the job there will be a physical safety issue. That’s why we talk a lot about the link between mental ill health and accidents, because if someone is not concentrating or tired then it can create risks to theirs and others’ safety.

Where is IOSH particularly focusing attention?

In the UK, we’re seeking to influence the new Government, to ensure that occupational safety and health is high on the agenda. We set out our clear calls to action in our manifesto ahead of the General Election, and we have reached out to work with the Government.

We’re committed to ensuring this is the case in other countries as well, from parts of West Africa to the Middle East. This is all driven by our vision of a safe and healthy world of work for everyone, whether they’re directly employed, or they’re gig workers, or they’re trying to make a living in the informal economy.

Of course, our members drive change on the ground, and we support them in this work. A lot of the changes that we brought in with our competency framework was focusing around topics like social sustainability, psychosocial risks and people strategy, really trying to understand what a business is trying to achieve with its people. All these focuses reflect – again and again – that you can’t just ‘fix’ one part of a person, you’ve got to look at a person as a whole.

And we partner with businesses across global supply chains to assure lasting change to their cultures of good safety, health and wellbeing and to build their maturity and performance. For 30 years now, our training courses, IOSH Managing Safely® and IOSH Working Safely® have been delivered by an international network of trainers to over 1.5 million people. This improves awareness of safety and health which contributes to better working environments and reduced hazards and risks for employees and employers.

What role do you think government plays in instigating corporate cultural change?

Obviously, government sets policy and the rules and regulations around how businesses operate, which can create the conditions for better, more productive work. 

I think it has a duty, for example, to pay attention to when the International Labour Organization is saying people have a fundamental right to a safe and healthy working environment, and that we need countries to ratify all of the related conventions. But the UK hasn’t yet.

But yet the UK has a very poor productivity rate and high presenteeism, so obviously something isn’t working?

I think that comes down to the law of diminishing returns; the harder you work people, the more exhausted they get, and if you’re not creating that supportive environment people just stop being productive. 

That to me is the business case reason why employers need to look at safety, health and wellbeing at work.

There also needs to be a fundamental business shift from looking at inputs to looking at outputs and outcomes.

It shouldn’t be about how many hours a person puts in to get an outcome; ultimately the employer wants to know if they are achieving the desired profitability or impact.

Do you think there’s reason to feel optimistic about the new government?

Yes, I think there are signs they are putting people first, and the new Employment Rights Bill is addressing many areas that IOSH has been focused on for some time. For example, rights for gig workers, modern slavery and other tricky issues.

So that’s really positive. We’re advocating at the moment to make sure that the Government understands that health and safety needs to be part of that agenda. 

You’ve been in your role three years, and at IOSH six years. Have you seen much change on this front?

Yes, definitely. 

The role of an occupational safety and health professional is growing and extending so much, with many emerging risks such as the future of work, the impact of technology or climate change.

These are things that may not have been front of mind for employers in the past, but they are now.

I’ve always thought that people come first and that the adage ‘culture eats strategy for breakfast’ is so true. If you can get a culture where you put people first, where you respect them and you listen to them and you understand their needs, then you get a happy and productive workforce. And, while many businesses will want to try to measure that, I think it’s so important that employers also understand that – sometimes – it’s not possible to do so.

It’s great to see a female in the Chief Executive position. You’re clearly a very open leader. Can you tell us more about the type of leader you think organisations need going forward?

I’m a big believer in the fact that leaders need to be authentic individuals. If you don’t talk openly, then you’re not actually very credible. That’s one reason why, for example, I talk openly about my experience of the menopause: to normalise the conversation at work.

We are all human beings and just because you’re a Chief Executive doesn’t mean that you are superhuman. We all have moments of worry, stress, depression etc.

I will definitely share with my colleagues if I’m having something that’s going on in my life that is affecting me. If they see you doing it, I believe it allows them to speak up about their experiences and bring their whole selves to work, which I think is very important. 

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The Leaders’ Summit at MAD World is an event driving excellence in workplace culture, employee health and wellbeing

The Summmit on 17th October 2024, will bring together speakers and attendees from across sectors and with a range of job titles for two tracks of leading-edge content that showcase best practice and provide insights and inspiration for all those looking to achieve maximum engagement with initiatives, optimise investment, stay one step ahead and really make a difference.

The stellar lineup of speakers includes: Professor Dame Carol Black GBE FRCP FMed Sci; Peter Cheese, CEO, CIPD, Vanessa Harwood-Whitcher, Chief Executive, The Institute of Occupational Safety & Health (IOSH), Dhavani Bishop, Head of Group Colleague Health & Wellbeing, Tesco, Kirstin Furber, People Director, Channel 4, Dr Clare Fernandes, Chief Medical Officer, BBC, Christian van Stolk, Executive Vice President, RAND Europe, Andrew Gibbons, Group Head of Wellbeing, Recognition and Hybrid Working, HSBC, Karen Brookes, Chief People Officer, Sir Robert McAlpine, Jaimy Fairclough, Wellbeing Specialist – People Division, Sainsbury’s, Dr Femi Oduneye, Vice President Health, Shell International B.V. and many more. You can find out more and register to attend here.

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MAD World to kick off with the Wellbeing question on everyone’s lips

The theme of this year’s World Mental Health Day, taking place on 10th October, is “It is time to prioritise mental health in the workplace”. It’s a much needed opportunity to focus our attention on the mental health challenges faced in the modern workplace.

Unfortunately, the number of people experiencing mental health issues in the workplace remains high. A quarter of UK workers have reported being unable to cope with the stresses and pressures of the workplace, whilst last year, 1 in 5 employees took time off work because of mental health issues [1].  Shockingly, over 50% of all sick leave in the UK is a result of stress, depression or anxiety [2].  Part of this is the mental health legacy of the pandemic, but there is much in the day-to-day demands of the workplace that is contributing to these issues.

Long hours, being on-call for emails and messages outside work hours, the shifts in energy required by hybrid working, a lack of work-life balance and troubles with workplace relationships. These are all factors contributing to mental health pressures and if people do not have the support and tools to cope, then the workplace mental health crisis will continue.

In this article, Lou Campbell, Workplace counselling psychotherapist, and director of Wellbeing Partners, outlines small but important changes that can be woven into our day to help us build the foundations of good mental health at work.

1. Set boundaries around work

Although this can seem daunting, setting boundaries at work is important for our mental wellbeing and it helps us perform better in work. Regularly working long hours and being “on-call” during non-work time can lead to stress, burnout and sleep issues if we do not take action. 

A simple way to help establish balance in demand is to have a “Shutdown Schedule”.  This is a series of steps we take as we come towards the end of the working day including things like reviewing work demands, creating a to-do list, acknowledging what you’ve achieved for the day, logging out of work sign in/closing computer and engaging in post work activity to mark the shift from work.  This process helps us effectively manage our workload whilst also creating the mental and behavioural boundaries needed to switch off at the end of the working day and get the necessary rest and recuperation. 

2. Reduce negative thought patterns

Stress and anxiety are often underpinned by negative thought patterns. These thoughts of self-criticism, perfectionism or catastrophising serve to exacerbate existing difficulties. A way of reducing their impact is through a practice called “labelling”. When you notice you are stressed, stop, take a breath and then inwardly name (“label”) the thoughts currently in the mind (i.e. “this is unhelpful perfectionism” or “this is a stressful thought”). This simple but effective technique helps interrupt the automatic flow of negative thoughts, gives us some mental space and has been shown to reduce their impact upon our mood and behaviour.

3. Connection and belonging

A sense of belonging is an essential part of mental wellbeing. When experiencing stress or anxiety, it is important to cultivate connection. Consciously stay in contact with people in your social circle by organising meet ups and do not be afraid to confide in someone if you are struggling. Sharing vulnerability is a sign of strength and is the bedrock of healthy personal relationships.  

Looking for connection through hobbies, interests or community/volunteering projects in our personal life can also help boost our mental wellbeing.

4. Boost serotonin

Serotonin is a neurotransmitter that helps stabilise mood, reduce depression and regulate anxiety. We can boost our serotonin levels by spending time outdoors in natural light, taking regular exercise and also spending time with loved ones and friends.  Set yourself the goal of spending 30 minutes a day outside in natural light to start boosting your serotonin.

5. Improve Sleep

Sleep is vital for mental health and small changes in our routine can help us get healthier sleep. The most important thing we can do to improve sleep is to strengthen the psychological connection between bed and sleep.  We want to train our brain to recognise our bed as a place to sleep, not a place to be checking our phones.  A great first step is to remove mobile phones from the bedroom, even charging them in another room if possible.  This helps create that separation from technology we need for this psychological connection of bed and sleep.  Furthermore, phone screens produce blue light and this supresses production of the sleep hormone melatonin, inhibiting healthy sleep. By removing screens from the bedroom, melatonin can more easily rise to the level required for healthy and restorative sleep.

6. Mindfulness

Mindfulness has been empirically proven to reduce stress, depression and anxiety whilst boosting mental wellbeing. An effective mindfulness practice is focusing on your breath for a few minutes as a way of interrupting the automatic stress response.

When you feel stressed, stop what you are doing and focus your attention on the breath where you feel it, either at the nose, the mouth or in the torso.  As you breathe in feel the sensations of the breath and inwardly say “breathing in”, and as you breathe out, inwardly say “breathing out”.  Keep doing this for as long as you can and then go back into your day. You can do it at your desk, eyes open or closed, and it will help trigger the stress reducing parasympathetic nervous system and boost your resilience.

7. Move more

As well as the more commonly known physical-health benefits of exercise, regular movement offers many boons for our mental health.  It can help lower feelings of anxiety and depression, reduce negative moods and thinking patterns whilst boosting confidence, self-esteem and improving sleep quality. To boost our mental wellbeing, we should look at moving more regularly.  

Stepping up your levels of formal exercise is an excellent way to move more but also taking regular breaks during your day to stretch allows us to move more and helps break up the stress hormones stored in our muscles.  A few minutes of stretching every hour can make a real difference and bring more regular movement into our day.

8. Professional support

If we are experiencing issues around mental health then asking for support is one of the most constructive things we can do.  This is a sign of strength rather than weakness. Speaking to your GP, your workplace EAP or other healthcare provider will help you find support and treatment if they are required and can help you regain emotional balance.

You can find a range of resources to support your preparations for World Mental Health Day here:

https://www.mentalhealth.org.uk/our-work/public-engagement/world-mental-health-day

https://www.matesinmind.org/training-and-resources/world-mental-health-day-2024

World Mental Health Day 2024

References:

(1)  https://mentalhealth-uk.org/burnout/#:~:text=91%25%20of%20adults%20in%20the,any%20other%20working%20status%20group

(2)  https://press.hse.gov.uk/2023/11/22/hse-publishes-annual-work-related-ill-health-and-injury-statistics-for-2022-23/

*Please note that this article is part of our World Suicide Prevention Day (today, 10th September) coverage and, as such, it covers potentially triggering content about suicide. While a difficult, sensitive topic, we feel it is very important to write about it to take away the shame that often surrounds it, which often keeps men in particular silent about how they feel (as this case study explains). This year’s theme for WSPD is ‘changing the narrative’ and starting open conversations about suicide, which is all too common; a mission we hope to support through articles like this.

The number of people dying by suicide is rising across the UK, according to the latest statistics published by the Samaritans (source: Office of National Statistics, 2023). Men remain three times as likely to die by suicide than females, with males aged 45-49 found to have the highest suicide rate in England. 

Given these worrying numbers, to mark World Suicide Prevention Day we spoke to a man who has attempted to take his own life three times, the final time when he was aged 49. Steve Whittle now dedicates his life to helping prevent suicide in other men like himself, founding the charity Tough to Talk which works with individuals and organisations.

We asked him to share his story with us to shed light on the reasons behind the high rate of male suicide and what he believes can help reduce the tragedy happening.

His story, in his words:

“Those who attempt suicide once are then more than three times likely to be at risk of dying by suicide. I know this statistic from firsthand experience. My first suicide attempt turned into a second. Then a third. 

I’m so grateful my attempts were unsuccessful and I’m here to tell you the tale, on World Suicide Prevention Day, of how it came to be that I now work in suicide prevention.

I joined the Navy when I was 17 and spent half my time travelling around the world getting extraordinarily drunk in exotic places. It may sound good to some, but I was drinking to excess because I didn’t feel good in myself.

When I wasn’t doing that, I was chasing wars, trying to blow things up to get medals and, of course, do my bit for my country.

Knowing I could end my life was a comfort

It was during my time in the Navy that I made my first suicide attempt by trying to drown myself while on exercise. I was reassured that the Navy could record it as an accident. I think I found it comforting that whether I lived, or died, it was something in my control. 

But it turns out I couldn’t even get that right because my attempt failed. I didn’t tell a soul. I just felt full of shame and guilt. I now know, through interviewing thousands of men, that this silence through shame is really common.

The second time I tried to take my life was the same; I didn’t tell anyone.

Then I turned 49; an extremely vulnerable age for men regarding suicide, as I now know, but didn’t back then. To an outsider looking in, I had everything, quite the Instagrammable life: a great girlfriend, a lovely dog, a close family, an amazing job…

You’re not alone, it’s OK

But I was severely depressed and I also – unbeknownst  to me – had complex PTSD from a childhood trauma that I hadn’t dealt with. 

After my third attempt at suicide, I remember the crisis team saying to me “you’re not alone, it’s OK, lots of men feel like this”. I thought to myself ‘this is bullshit, because i know thousands of men and not one of them is telling me that they feel like I do’.

However, this third attempt was different. I actually told someone. My boss. 

Opening up to my boss

After I told her, she said she needed to meet with me. She sat me down and I thought I was about to get fired. I found myself trying to defend myself saying things like “I know I’ve not been on form, but I can improve”. She let me talk myself out. Then she said “we’re worried about you” to which I said “I’m fine, I’m fine”. 

“We can’t leave this conversation until we find out what is happening, as you’re not fine”, she replied. At which point my words came out of my mouth like bullets out of a machine gun and I just fired out all the crap that I was feeling. I have never felt more weak or more terrified in my entire life.

But she just said:

“Thank you for telling me. What you’re going through is real and I want to help you.”

I was not expecting that. 

Men’s biggest fears

And I now know this is one of the biggest fears men have; they believe when they show vulnerability that someone is going to take something from them, or going to do something to them. Will they get passed over for promotion? Are the team going to dismiss them on the next project? Is someone going to take my job?

Yes, this might be their perception rather than their reality but it’s why very few men will walk through a door and open their heart just because their line manager says they have an ‘open door policy’.

It’s not until I actually told someone that I realised that, actually, good things could happen from this. I started getting the help I needed. I got diagnosed with several things, such as ADHD, depression and PTSD, which explained a lot, and I now have counselling and medication to help me with my recovery.

Tackling the thoughts behind suicide

After my experiences I started researching suicide and how it affects men and I noticed the stark differences between how men and women deal with it, and how men respond to support differently. I founded the charity Tough to Talk which is aimed at preventing suicide in male-centric spaces.

We are tackling the space behind those initial thoughts of suicide. Sometimes you can spot men at risk because they’re using alcohol, or drugs or risk taking behaviour to avoid their issues.

But sometimes it’s less obvious. And this is what we really want to address because for 80% of male suicides, friends and family say “we never saw it coming”.

‘We never saw it coming’

We train our male influencers to observe the people around them and pick up on if something makes them wince. What I mean by this is something that doesn’t quite add up. For instance, you might have a man who comes into work who has been on a four day drinking binge, but in the previous months he’s been a triathlete focused on competing. 

We specialise in developing men’s skills at being able to see through things like this when they’re happening and create safe spaces where they listen. 

We also teach them about the importance of demonstrating vulnerability and that the best way to do this is to share a bit about themselves. The real message we want to get across to men is that it’s OK to be masculine and it’s OK to be vulnerable, the two are not mutually exclusive.

Preserving masculinity

Preserving masculinity is so important, which is why we unashamedly use a masculine tone of voice in our language.

Identity is also crucial. When life starts to fall apart, and identities are in jeopardy, that’s when men tend to spiral out of control. Events like a partner leaving a man or the loss of a job potentially make men feel less valued and less purposeful. 

There’s so much pressure put on men to be the provider and the burden of this pressure was really evident in all the case studies I interviewed for our new book. The same familiar cycle of thoughts kept appearing, such as: I’ve lost my job; I’m not adding any value to my family or those around me; I’m actually detracting for those around me because of my mood; they’d be better off without me.

Why ‘think about your kids’ doesn’t help

This is why – often – saying to a suicidal man ‘think about your wife, think about your kids’ doesn’t help. They think they are thinking of what’s best for them. They don’t think they are being selfish; they think they are being selfless.

Social media, filled with images of the ‘ideal man’, doesn’t help either. There are so many unrealistic expectations of men.

Something we’ve found that does help men is journaling.

We’ve been trialling leader-led journalling for young men, to help them get their thoughts down on paper. The results have been truly amazing. At first they focused on all the things going wrong in their lives, then the facilitator encouraged them to write about the good things too. This leader would help them to see the good things they were achieving as, it turns out, many of them didn’t recognise these. Over three months their confidence built and there was a clear shift in their thought process, their value and purpose.

Proactively tackling the root cause

We believe Tough To Talk is unique – we’re not just addressing the male suicide crisis reactively and using interventions. Instead, we’re proactively tackling the root causes that lead to thoughts of suicide using influence in male-centric spaces. By influencing change, we aim to stop men from ever reaching that dark point where suicide seems like the only way out.

If we’re dealing with a suicide intervention, we’ve failed.”

*If you are feeling suicidal, please reach out for support either by, in an emergency, calling 999, or by contacting a confidential help line/chat services which are there to help you, such as:

• Samaritans – a listening service which is open 24/7 for anyone who needs to talk.  
• Papyrus (HOPELINKUK)– a 24/7 confidential service available to anybody under the age of 35 experiencing suicidal thoughts, or anybody concerned that a young person could be thinking of suicide.
• Campaign Against Living Miserably (CALM) – CALM’s confidential helpline and live chat are open from 5pm to midnight every day.
• Shout – a free confidential 24/7 text service offering support if you’re in crisis and need immediate help.

To read about this topic further:

Colleagues in crisis: 1 in 4 UK workers contemplating suicide or self-harm

Report reveals increase in anxiety, suicidal thoughts and stress created by financial pressure

MAD World Exclusive: why it’s so important to bring the legal profession together to decide the best way forwards

Initiative tackles men’s mental health crisis through football

10th September is World Suicide Prevention Day. The theme this year is ‘Changing the narrative on suicide’.

This means making a systematic change, maintaining momentum behind the shift from a culture of silence and stigma to one of openness, understanding and support. Employers need to prioritise mental health, increase access to support and create a supportive workplace culture from the top down.

To help you prepare both yourself and work colleagues, we’ve collated resources and recommendations from three different sources.*

It’s OK to use the word “suicide“

Awareness that we don’t want to approach talking about suicide insensitively can sometimes put people off broaching the topic at all.

Whilst acknowledging that there is no substitute for professional support when an individual has suicidal thoughts, Christine Husbands, commercial director of nurse-led support organisation RedArc, urges the importance of being open to support others with their mental health to prevent issues from escalating. She lists a few things to keep in mind when offering support,

1. Listen

Just being listened to can be a great relief for those struggling with their mental health. So asking open questions is important to encourage the individual to talk and be honest about how they are feeling. Similarly, it’s important to give the conversation time to develop as it can take a while for the individual to fully open up. It’s also important to take their issues seriously and not to judge their mindset or situation.

2. It’s OK to use the word ‘suicide’

There is no need to skirt around the subject of suicide. It’s okay to use the word, and it won’t make it more likely that someone will act on their thoughts.

3. Professional support

Finding professional support is an important next step which may initially be via the individual’s GP or via added-value services embedded into employee benefits, insurance, cashplans or affinity group memberships. Nobody plans to need mental health support, so it is important that support is communicated clearly so that people know what is available and how to access it when their situation necessitates it.

4. Prevention

Suicide can be prevented. Clinically trained mental health practitioners are best positioned to offer support before people get to that stage. They have the professional knowledge and resources available, such as arranging specialist support, signposting to help, or recommending the most appropriate therapy.

Anyone could find themselves providing emotional support to someone who is in distress, however it is essential that the emergency services are alerted if there is a concern about harm to the individual or others.

New resource launched for employers to provide support

Society of Occupational Medicine (SOM) has launched a new Suicide Postvention resource.

The term ‘suicide postvention’ refers to the actions taken by an organisation to provide effective support in a sensitive manner after a death by suicide. It aims to promote recovery and prevent further adverse outcomes.

This new SOM resource, authored by Professor Gail Kinman and Professor Neil Greenberg, provides evidence-informed guidance and recommendations for organisations to respond to the death by suicide of a colleague, or the unexpected death of a colleague from other causes. The guidance draws on high-quality sources from research and practice and was developed through consultation with experts from various fields. It aims to help organisations navigate the complexities and sensitivities involved in such tragic events, ensuring they provide the support required to maintain a healthy and compassionate workplace.

The resource should be useful for occupational health practitioners, wellbeing leads, HR professionals, managers, and policy makers. It addresses several important issues in the aftermath of a workplace death by suicide, such as immediate response approaches, communication protocols, support mechanisms for affected individuals, and long-term considerations for fostering a supportive work environment.

World Suicide Prevention Day: an opportunity for employers to review their support

Meanwhile, health & wellbeing intermediary Towergate Health & Protection is encouraging employers to see World Suicide Prevention Day as an opportunity to review their mental health support.

Debra Clark, head of wellbeing at Towergate Health & Protection explains: “Awareness Days are an opportunity for employers to review how they support their employees, and also to help employees help themselves too.”

This could be through increased focus on prevention, building employee resilience, ensuring access to appropriate intervention and providing appropriate rehabilitation.

*If you are feeling suicidal, please reach out for support either by, in an emergency, calling 999, or by contacting a confidential help line/chat services which are there to help you, such as:

• Samaritans – a listening service which is open 24/7 for anyone who needs to talk.  
• Papyrus (HOPELINKUK)– a 24/7 confidential service available to anybody under the age of 35 experiencing suicidal thoughts, or anybody concerned that a young person could be thinking of suicide.
• Campaign Against Living Miserably (CALM) – CALM’s confidential helpline and live chat are open from 5pm to midnight every day.
• Shout – a free confidential 24/7 text service offering support if you’re in crisis and need immediate help.

To read about this topic further:

Colleagues in crisis: 1 in 4 UK workers contemplating suicide or self-harm

In today’s evolving work environment, flexible work policies have transitioned from a luxury to a necessity. At The Office, we believe that creating a workspace that champions flexibility is not just about keeping up with the times—it’s about fostering a culture where every employee feels empowered, productive, and valued.

As companies navigate this shift, it’s crucial to understand the core components of a successful flexible work policy. deskbird has compiled a comprehensive guide on this topic, which you can read here. We’ve distilled some key insights to help you create a flexible work policy that works for everyone.

Why flexibility matters

The global shift towards remote and hybrid work models has made it clear: flexibility is here to stay. Employees are no longer willing to sacrifice work-life balance for productivity. Instead, they seek environments where they can thrive both personally and professionally. Companies that embrace this change see improved morale, increased retention rates, and a more engaged workforce.

Key elements of an effective, flexible work policy

Crafting a flexible work policy requires more than just allowing employees to work from home a few days a week. It’s about creating a framework that supports diverse work styles and meets the needs of both the organisation and its people. Here are some elements to consider:

1. Clear communication: Set guidelines about who can work flexibly and under what conditions. Transparency is key to avoiding misunderstandings and ensuring everyone is on the same page.
2. Technology and tools: Equip your team with the right technology to succeed. From collaborative tools to reliable internet access, ensuring your employees have what they need to work effectively from any location is crucial.
3. Trust and autonomy: Trust is the cornerstone of any successful flexible work policy. When employees feel trusted to manage their schedules and deliverables, they are more likely to take ownership of their work and deliver high-quality results.
4. Inclusive policies: Flexibility should benefit everyone, not just those with specific needs or in certain roles. Consider your workforce’s diverse circumstances and create equitable and inclusive policies.

Making flexibility work for your team

At The Office, we know that one size does not fit all. Here are some practical tips to make flexibility a win-win for everyone:

• Assess needs and preferences: Regularly survey your team to understand their work preferences and needs. Use this feedback to tailor your policies and ensure they remain relevant and effective.
• Encourage regular check-ins: While flexibility is about independence, it’s also essential to stay connected. Regular check-ins can help maintain team cohesion, monitor progress, and address any challenges early on.
• Foster a culture of support: Create an environment where employees feel comfortable discussing their work arrangements and any difficulties they may face. This openness can lead to better solutions and a more supportive workplace.
• Measure impact and adjust: Continuously assess the impact of your flexible work policy. Are productivity levels where they should be? Is employee satisfaction high? Use these metrics to refine your approach.

The future of work is flexible

Flexible work is not just a trend; it’s the future. As we progress, businesses that can adapt and provide flexible options will stand out in attracting and retaining top talent. At The Office, we are committed to helping you create a work environment where everyone can succeed, no matter where or how they work.

By embracing flexibility, we not only improve our businesses but also contribute to a more balanced, inclusive, and productive work culture. Let’s work together to build workplaces that make a difference.

Join us at The Watercooler & Office Event!

We are excited to announce that deskbird, a leader in flexible workspace solutions, has booked a spot at The Watercooler & Office Event! This event is a fantastic opportunity to explore innovative ideas and network with professionals passionate about creating flexible and dynamic work environments. Join us and deskbird as we reflect on the future of work, share insights, and discover tools and strategies to enhance flexibility in the workplace. 

Together, we can learn, grow, and shape the future of work!

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As hybrid working continues to redefine the modern workspace, it’s essential to rethink and refresh your office environment. 

A well-designed office can bridge the gap between remote and in-office work, fostering productivity and employee satisfaction. 

As JLL’s latest Global Occupancy Planning Benchmarking Report 2024 demonstrates, here are four key strategies to transform your office for the hybrid work era.

1. Update your technology

Technology is the backbone of successful hybrid work. To ensure that both remote and in-office employees can collaborate effectively, your office must be equipped with the latest technological tools. Invest in high-quality video conferencing equipment that delivers clear audio and video, as this is crucial for virtual meetings and presentations. Reliable and high-speed Wi-Fi is also essential to avoid connectivity issues that can disrupt workflows.

In addition to these basics, consider implementing advanced collaboration tools such as interactive whiteboards and digital projectors. These tools can enhance brainstorming sessions and collaborative tasks by bridging the physical and digital divide. Cloud-based platforms that support document sharing and real-time editing will further facilitate seamless collaboration between team members, regardless of their location.

2. Embrace flexibility

The traditional fixed-desk layout is increasingly becoming obsolete. A hybrid office requires flexibility to accommodate various work styles and needs. Consider adopting modular furniture that can be easily reconfigured to suit different activities. Adjustable desks and movable partitions allow employees to create personalised workspaces that support their preferred working styles, whether they need a quiet area for focused work or an open space for collaboration.

Implementing a range of workspace options, such as hot-desking, team zones, and quiet rooms, can enhance the adaptability of your office. This flexibility not only optimises the use of space but also boosts employee satisfaction by allowing them to choose environments that best support their tasks and preferences.

To learn more about creating flexible work environments, refer to JLL’s Design Trends and Cost Guide.

3. Create collaborative spaces

Effective collaboration is a cornerstone of hybrid work, and designing dedicated collaborative spaces in your office can significantly enhance teamwork. These areas should be equipped with the necessary technology to support both in-person and virtual interactions. Features like movable furniture, large screens for video calls, and ample whiteboard space can make these zones more dynamic and engaging.

Consider designing spaces that encourage spontaneous interactions and brainstorming sessions. For instance, informal meeting areas with comfortable seating and interactive tools can facilitate creative discussions and quick problem-solving. By providing a variety of collaborative spaces, you cater to different team dynamics and project needs, fostering a more innovative and productive work environment.

For more information on designing effective collaborative spaces, see JLL’s Collaboration in the Workplace Report.

4. Focus on employee wellbeing

An office designed with employee wellbeing in mind can greatly enhance overall productivity and job satisfaction. Start by incorporating elements that promote a healthy work environment, such as natural lighting and biophilic design elements like indoor plants. These features not only improve the aesthetic appeal of the office but also contribute to better air quality and reduced stress levels.

Additionally, create comfortable break areas where employees can relax and recharge. Providing options such as quiet zones for focused work and social spaces for informal interactions can help employees balance their work and relaxation needs. Ensuring that your office environment supports mental and physical wellbeing will lead to a more engaged and motivated workforce.

To explore more about designing for well-being, refer to JLL’s Regenerative Workplace research report.

Embracing a hybrid future

Refreshing your office for hybrid working involves more than just rearranging furniture—it’s about creating an environment that supports both remote and in-office work effectively. By focusing on updated technology, flexible workspaces, collaborative areas, and employee wellbeing, you can foster a productive and satisfying work environment for all team members.

Stay updated with the latest workplace trends and tips by subscribing to The Office Newsletter and visiting The Office Website. Transform your office into a modern workspace that meets the demands of today’s hybrid work models.

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Is your office design improving workplace wellbeing?

Private pay outpatient mental healthcare provider Onebright has appointed Professor Marcantonio Spada as Chief Clinical Officer. 

Professor Spada joins Onebright’s executive board and leads and oversees the delivery and governance of the company’s clinical services.  Onebright assesses, treats and supports over 60,000 clients each year via an employed team of 150 clinical assessors and therapists and a national network of more than 3,000 clinicians. Onebright are also sponsors of our sister event, the MAD World Festival of Workplace Culture, Employee Health & Wellbeing, taking place on 17th October in Central London.

Improving access to new specialist pathways

Professor Spada’s appointment will enable Onebright to continue to improve access to and outcomes from existing clinical pathways as well as drive the development of new specialist pathways.

Professor Spada previously held the role of Professor of Addictive Behaviours and Mental Health and the Dean of the School of Applied Sciences at London South Bank University. He remains Emeritus Professor at the University.

For more than 25 years, he has worked in both private practice and community mental health settings as a psychological therapist, supervisor and trainer.

As a chartered psychologist, accredited cognitive behavioural therapy practitioner, academic and researcher, Professor Spada has made a significant contribution to psychological theory and therapy, authoring over 200 scientific journal articles and establishing the field of metacognition in addictive behaviours. 

He has also designed, established and reconfigured mental health services and accrued extensive experience of advisory work, including advising government on guidelines for psychological therapists and acting as a trustee for GambleAware, as well as trustee and Chair of the Board of Trustees for UK SMART Recovery. 

Easy access to personalised mental health support

Both the British Psychological Society and the British Association for Behavioural and Cognitive Psychotherapies have awarded him a Fellowship in recognition of this body of work.

Donald Fowler, CEO, Onebright said: “I am delighted to welcome Marcantonio to the Onebright leadership team. The strong combination of his clinical background and experience of managing large teams with strong outcomes makes him perfectly suited to take on the role of Chief Clinical Officer. We are sure he will make a real difference in helping us on our mission to create a brighter tomorrow by providing easy access to personalised, life-changing mental health support.”

Professor Spada said: “Having worked with Onebright for many years it feels a natural step for me to take on the position. I look forward to this new chapter and supporting our clinicians to treat a range of mental health conditions and deliver life changing outcomes. I am also honoured to remain affiliated with London South Bank University and will continue to be involved in a variety of research efforts in the field of mental health.”

Professor Spada will be speaking alongside Shamira Graham, Onebright’s Chief Commercial Officer at the Leaders’ Summit at the MAD World Festival of Workplace Culture, Employee Health and Wellbeing on 17th October (which Onebright is sponsoring). They’ll be sharing insights into “Meeting the increasing need for personalised mental health support”. You can find out more and reserve your place here.

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