Promoting mental wellbeing at work

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Promoting mental wellbeing at work Peter
Shearn Analyst NICE
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Promoting mental wellbeing through productive and
healthy working conditions guidance for employers

• Pete Shearn
• Analyst
• Centre for Public Health Excellence

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Overview

• Work and mental wellbeing
• Public health need
• Policy context
• Scope of this guidance
• Evidence base for guidance
• Creating healthier workplaces
• Further information

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Work and Mental Wellbeing

• Work can promote mental wellbeing.
• Mental wellbeing is a dynamic state in which the
  individual is able to develop their potential,
  work productively and creatively, build strong
  and positive relationships with others and
  contribute to their community. It is enhanced
  when an individual is able to fulfil their
  personal and social goals and achieve a sense of
  purpose in society. Foresight Mental Capital and
  Wellbeing Project (2008)
• Productivity and performance.

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Public Health Need workplace mental wellbeing

• In 2007 530,000 people (1.2) suffered from
  stress, depression or anxiety made worse by work
  (LFS).
• An estimated 13.7 million working days lost as a
  result.
• Stress, depression and anxiety 2nd most common
  source of work-related illness (HSE)
• Prevalence differences for gender, class,
  occupation
• Its estimated that 1 in 6 of workforce is
  affected by a mental health condition

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Policy and Legislation Context

• Dame Carol Black's review of the health of
  Britains working age population. Working for a
  healthier tomorrow (DWP DH 2008).
• Health, work and wellbeing initiative (DWP
  2005 2008).
• Duty of care
• Employment laws regarding health and safety,
  equality, anti-discrimination and flexible working

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Scope of Guidance

• Populations
• employees
• Aimed at
• employers of all sizes
• employee representatives
• Areas covered
• Individual and organisational interventions

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Evidence

• NICE reviews
• Systematic review
• Thematic review
• Other reviews and guidance
• HSE management standards
• Wellbeing at work Foresight

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Evidence intervention points

• Individual factors
• Self efficacy
• Psychological flexibility
• Social resources

• Work content
• Work demands
• Job control/decision latitude
• Effort/Rewards
• Working schedules
• Worthwhile/fulfilling
• Stability

• Work context
• Management style
• Organisational justice
• Work-place support
• Employee participation
• Communication systems

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Potential themes for guidance

• Systematic approach to assessment
• Strategic management of human resources as core
  business competence
• Role of line managers
• Flexibility options

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Further information resources

• Guidance to be published on 5th November
• http//www.nice.org.uk
• NICE guidance for Long Term Sickness Absence
• http//guidance.nice.org.uk/PH21
• HSE Management Standards
• http//www.hse.gov.uk/stress/standards/
• Foresight Mental Capital and Wellbeing
• peter.shearn_at_nice.org.uk

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