The 2020 pandemic brought greater attention to mental health. However, experts have long been concerned about workplace mental health.
The World Health Organization (WHO) says almost 1.1 billion people around the world suffer from a mental disorder. It’s estimated that 1 trillion dollars are lost yearly by the global economy in reduced productivity resulting from anxiety and depression.
Workplace Mental Health
Mental health is driving higher healthcare costs. It’s also receiving greater attention from employers and benefits organizations. The Employee Benefit Research Institute finds that enrollees with mental health disorders reportedly spend more on overall health care as well.
While personal circumstances certainly influence mental health, the workplace also plays a significant role. It can contribute to stress and burnout, or become a source of support, connection, and healing.
Mind Share Partners’ 2021 Mental Health and Work Report found that 84% of respondents experienced at least one workplace factor that negatively affected their mental health. Common workplace challenges include:
- Compensation failing to keep up with inflation
- Employee monitoring
- Discrimination and lack of acceptance
- Toxic or abusive workplaces
The good news is that, overwhelmingly, employers are responding. The American Psychological Association’s 2022 Work and Well-being Survey found that 71% of respondents believe employers care more about mental health today than in the past. Another 81% said mental health support is an important factor when considering a new job.
The Role of Belonging in Workplace Mental Health
To effectively support mental health in their organizations, business leaders need to first understand what mental health is. According to the McKinsey Health Institute, a “modernized understanding of health includes physical, mental, social, and spiritual health.”
“It requires viewing health as an investment, not an expense. […] It requires fully empowering individuals to steward their own health. Every institution, every leader, and every person has an important role to play.”
Office of the U.S. Surgeon General defines belonging as “the feeling of being an accepted member of a group.” It’s a critical factor in both social and spiritual health. It’s so critical, in fact, that what was DEI (Diversity, Equity, and Inclusion) has evolved to DEIB — Diversity, Equity, Inclusion, and Belonging.
LifeSpeak found a strong connection between belonging and well-being. Employees with low levels of belonging were four times more likely to experience declining mental health and 59% more likely to consider quitting. In their report, Belonging: The Antidote to Quiet Quitting and Better Mental Health, they found that high belonging scores contributed to more openness in recommending the company as a great place to work.
They also found that employees are more likely to feel they belong when organizations prioritize health and well-being. Leaders play a critical role in shaping that culture. They can encourage open conversations about mental health, support employees in using available benefits, and model healthy behaviors themselves.
What Employers Can Do
To create a culture of inclusion and belonging, you can promote positive social relationships through welcoming, helping, and reassuring others. On the other side of that coin, you should protect employees against bias, discrimination, and exclusion. Organizational leaders should work to cultivate environments and cultures where connection is encouraged, and workers of all backgrounds are included.
Employee benefits are another key way organizations can ensure that workers feel a sense of belonging at work. Standard benefits aren’t always enough to create a sense of belonging. Experts recommend evaluating your workforce’s unique needs and tailoring benefits accordingly.
The right programs and initiatives are nuanced based on each individual organization, but employees are ready to respond if and when they’re asked. “When asked to select from a list of a dozen possible supports that they would like to see employers offer, flexible work hours was the most commonly chosen support (41% of workers), followed by a workplace culture that respects time off (34%), the ability to work remotely (33%), and a four-day work week (31%).”
By continuously tapping into the workforce for feedback, companies can make strides in transparency, communication, and belonging all at the same time. When employees feel heard, they feel appreciated that what they have to say is valued and matters, increasing their sense of belonging and happiness.
From the bottom line to the talent pipeline, feeling a sense of belonging is important in the workplace and out. As a human need and as the top driver of employee experience linked to engagement and well-being, workplace belonging should be a top organizational priority.
