Are our younger employees workshy or are we in the middle of a new mental health crisis?
Posted on March 5, 2024
In an era marked by rapid technological advancements and changing work dynamics, the mental health of young employees has emerged as a critical concern for employers worldwide. The pressures of navigating a competitive job market, coupled with the demands of modern workplaces, often take a toll on the mental well-being of young professionals. However, employers have a unique opportunity to address these challenges by creating work environments that prioritise social connections and support networks. In this blog, we delve into the mental health issues faced by young employees and explore how fostering social interactions at work can contribute to their overall well-being.
The Resolution Foundation
A report published on 26th February from the Resolution Foundation (www.resolutionfoundation.org/publications/weve-only-just-begun/ ) has found that people in their early twenties are more likely to have a mental disorder than any other age group and there is a greater chance of them being off work because of ill health than those in their early forties. This is a complete reversal of the situation from 20 years ago.
The report also found that at least 5% of 20 to 24-year-olds were economically inactive because of ill health, compared with less than 5% of those aged 39 to 45.
Surprisingly, 34% of young people aged 18 to 24 reported symptoms of mental disorder, such as depression, anxiety or bipolar. In 2000 the figure was 24% and the number of 18 to 24-year-olds being prescribed antidepressants has shot up significantly.
The Rise of Mental Health Concerns Among Young Employees
In recent years, there has been a growing awareness of mental health issues in the workplace, particularly among young employees. Factors such as job insecurity, long working hours, and the blurring of boundaries between work and personal life have contributed to increased stress levels and burnout among this demographic. Moreover, the isolation brought about by remote work arrangements during the COVID-19 pandemic and the apparent trend for younger people to work from home since Covid has further exacerbated these challenges.
According to surveys and studies, young professionals often experience symptoms of anxiety, depression, and workplace-related stress at higher rates compared to other age groups. The pressure to excel in their careers while juggling personal responsibilities can lead to feelings of overwhelm and inadequacy. Left unaddressed, these mental health issues not only impact individual well-being but also have implications for productivity, employee retention, and organizational performance.
The Role of Social Connections in Promoting Mental Well-being
One of the most effective ways employers can support the mental health of young employees is by fostering social connections within the workplace. Human beings are inherently social creatures, and meaningful interactions with colleagues can have a profound impact on psychological well-being. By creating a work environment where employees feel valued, supported, and connected, organisations can mitigate the negative effects of workplace stress and promote a culture of mental wellness.
Social interactions at work provide numerous benefits for employee mental health. They create a sense of belonging and camaraderie, reduce feelings of loneliness and isolation, and offer opportunities for emotional support and collaboration. Moreover, strong social networks can serve as protective factors against stress and burnout, as individuals feel more resilient and better equipped to cope with challenges when they have a supportive community around them.
What can we do to make work more social?
Here are a few thoughts:
- Encourage Open Communication: Foster a culture of open communication where employees feel comfortable sharing their thoughts, feelings, and concerns with colleagues and managers. Encourage regular check-ins and team meetings to facilitate dialogue and collaboration. Where possible try to encourage these as face to face social gatherings in order to help your younger members of staff breakdown social barriers that often occur when meeting virtually.
- Create Social Spaces: Designate areas within the workplace where employees can gather for informal interactions, such as break rooms, lounge areas, or outdoor spaces. These areas can serve as hubs for spontaneous conversations and relationship-building.
- Organise Team-building Activities: Plan regular team-building activities and social events to strengthen bonds among colleagues. Whether it’s a team lunch, a game night, or a volunteer outing, these activities provide opportunities for employees to connect on a personal level outside of work tasks.
- Implement Mentoring Programs: Establish mentorship programs that pair young employees with more experienced colleagues. Mentors can provide guidance, support, and career advice, while also serving as a source of social connection and professional development.
- Embrace Flexible Work Arrangements: Offer flexible work arrangements, such as remote work options or flexible hours, that allow employees to balance work and personal commitments more effectively. This flexibility can reduce stress and improve overall work-life balance.
- Provide Mental Health Resources: Ensure that employees have access to resources and support services for mental health issues, such as Employee Assistance Programs (EAPs), counselling services, and mental health awareness training. Normalise discussions around mental health and encourage help-seeking behaviour.
Why bother investing?
Investing in employee mental health isn’t just the right thing to do—it’s also good for business. Research has shown that organisations that prioritise employee well-being experience higher levels of employee engagement, productivity, and retention. Additionally, by reducing absenteeism, presenteeism, and healthcare costs associated with mental health issues, employers can achieve significant cost savings in the long run.
Furthermore, organisations that foster a positive work culture and prioritise employee mental health are more attractive to top talent. In today’s competitive job market, young professionals are increasingly seeking employers who value their holistic well-being and offer supportive work environments.
One last thing….
We are all aware that hybrid and working from home has started to become the norm and a pre-requisite for new employees joining your organisation. However, please be assured that a recent tribunal ruling could set a precedent for employers.
A tribunal hearing found that the employer (Financial Conduct Authority) was well within it’s rights to insist that a manager spent 2 days a week working in the office. It acknowledged that the employee in question worked well from home, but the business presented to the tribunal a very robust case that demonstrated its need for the employee to be present at work.
The judge in the FCA case, Robert Richter, sided with the employer and said remote working was not as good as being in the office for “fast-paced interplay of exchanges” in meetings or for “non-verbal communication”. The FCA went onto make a robust case why this particular manager was required to be in the office, these included:
- Welcoming new members to the team, she argued, particularly during “department day” when the FCA wanted staff to spend that day together.
- If the employee continued only working from home, she would be less effective in internal meetings, such as the weekly “cascade meeting”, and leadership sessions where senior bosses met to discuss key issues.
- She would also perform better if she turned up in person to events such as conferences, and be more effective at in-house training.
- Also, the FCA argued, senior managers were required to enforce the regulator’s rules about working in the office 40% of the time. How could she do that properly when she was not doing so herself?
It should be noted that these arguments were specific to some degree to the case being heard. However, from our experience many of these arguments could be used when discussing the issue of working from the office with your teams.
If you want help dealing with the issues highlighted in this blog please feel free to contact us at help@smehrconsultancy.com or give us a call on 07852 965609.
