Employers have a legal obligation to respond to not only the extremes, but also the everyday mental health crisis in construction
Recent pressures, such as the Covid-19 pandemic and a climbing cost of living in the UK, have exacerbated the mental health crisis facing many workers. While the conversations we are having about mental health are becoming more frequent and in-depth, it is imperative that we take the time to reflect on the practicalities of establishing thorough and far-reaching mental health support in our places of work.
Managers and business owners have a duty of care to all of their staff. Legal and moral obligations to protect the health and safety of employees extend not only to their physical wellbeing but also their mental wellbeing.
The Health and Safety at Work Act (1974) was augmented by the Equality Act (2010), which enshrined into law the protection not only of diagnosed mental health problems but any mental health issues that significantly impact our lives. It is the duty of employers to ensure that the mental wellbeing of their staff is prioritised. This is mutually beneficial, with the Mental Health Foundation suggesting that 12.7% of all sick days in the UK can be attributed to mental health conditions; therefore, addressing this crisis can create a happier and more productive work environment.
A mental health crisis in construction
The shocking prevalence of mental health problems among workers in the construction industries is well-documented. A survey by the Chartered Institute of Building indicated that 26% of construction industry professionals thought about taking their own lives in 2019. Ultimately, construction workers are now nearly four times more likely to die by suicide than the national average.
Charities and initiatives such as the Lighthouse Club and Mates in Mind offer support to people working in construction and their families. But at the end of the day, it is our responsibility as employers to establish comprehensive internal mental health provisions.
Why construction?
To understand what we can do to help, it is essential to examine the reasons why construction workers are so disproportionately affected by mental health problems. The first factor to consider is that construction is a male-dominated industry. While women are three times more likely than men to experience common mental health problems, men are three times more likely to die by suicide.
Male-dominated workplaces can also breed cultures that emphasise machismo, where discussion of mental health becomes taboo. This is particularly felt in physically demanding trades like construction, where strength and resilience can become equated with success. This conception of masculinity can view physical and mental health problems as weaknesses, and thus their discussion is suppressed.
Other demands of construction roles which can aggravate mental health problems include long hours often spent away from family and friends, as well as the job insecurity which comes with contract work.
What can we do?
A 2022 survey by the Chartered Institute of Personnel & Development found that among all workers, “management style” was the main cause of work-related stress. So what can we as employers and managers do? A vital resource is Thriving at Work: The Stevenson/Farmer Review of Mental Health & Employers, a 2017 report by Lord Dennis Stevenson, the former chairman of HBOS, and Paul Farmer CBE, the CEO of Mind. This DWP funded report gave six main recommendations for employers, that they should:
Produce, implement and communicate a mental health at work plan.
Develop mental health awareness among employees.
Encourage open conversations about mental health and the support available when employees are struggling.
Provide your employees with good working conditions.
Promote effective people management.
Routinely monitor employee mental health and wellbeing.
A comprehensive culture change
A comprehensive mental health at work plan should promote a workplace culture where the topic of mental health is open for discussion, as well as establish provisions for support for employees. Creating this plan, and ensuring that all employees are aware of it through dedicated training and workshop sessions, is vital. Even the creation and promotion of the plan can go far to nurture honest conversations about mental health.
To foster a healthy workplace culture, we need to open avenues for discussion of topics including mental health. This can include workshops, training and incorporating mental health discussion into employee reviews. All employees should be provided with engaging, accessible training on the topic of mental health. This can be incorporated into the normal mandatory training provided to new employees or can be delivered flexibly for workers to undertake at their own pace.
As in construction many workers are employed on-site away from a suitable central office, providing self-paced, online training may be preferable. This also applies to employees in management level positions, whose thorough training on the topic of mental health is vital to encouraging this culture change.
Practical support
Beyond encouraging open discussion, workplace mental health provisions should include practical support for employees who are struggling with their mental health. The Equality Act means that workers are entitled to reasonable adjustments if their mental health is significantly impacting their lives.
However, our mental health provisions should go beyond this to encourage mindfulness and healthy habits for all employees, even those who aren’t struggling.
Some examples of the types of support we can provide may include:
Providing training on managing mental health and maintaining healthy habits for both body and mind.
Creating personalised work schedules for employees who need a level of flexibility.
Providing written information and worksheets on the topic of mental wellbeing.
Ensuring that employees have clear contracts, to avoid the instability which often arises in construction work.
Use online resources such as mental health-related apps, and online training and education.
Maintaining a clear anti-bullying policy and training, as workplace bullying is a proven issue in construction.
Train Mental Health First Aiders to support others in your organisation. Have a look at this online course from The Digital College to quickly get people qualified.
Maintaining transparency
Maintaining transparency around mental health practices in your workplace can create greater levels of engagement and trust. Publicising mental health plans and provisions both internally and externally is beneficial to existing employees and inviting to potential applicants.
Furthermore, as recommended in the Stevenson/Farmer report, monitoring and recording employee mental health and wellbeing is a good way of keeping track of progress and shortcomings. In 2018, the government published the Voluntary Reporting on Disability, Mental Health & Wellbeing framework, which further emphasised the importance of reporting company data around mental health and disability.
This disclosure and transparency has manifold benefits, including the improvement of employee engagement and retention, and the fostering of an inclusive environment. The framework also outlines helpful guidance for discussion and reporting, including recommended questions and case studies.
With Mental Health Awareness Week 2023 taking place this May, it’s high time to rethink the duties we as employers and managers have towards our staff. The average person will spend over 90,000 hours at work during their lifetime. It is essential that those hours are spent in a workplace which cares about its employees’ mental health and provides support which can improve their quality of life as a whole.
Visit our resources to support mental health online.
Marty Jones
Learning and Development Manager
The Digital College
Tel: +44 (0)20 7183 2673
marty.jones@thedigitalcollege.co.uk
https://www.thedigitalcollege.co.uk
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