Canadian Government Executive - Volume 27 - Issue 05

T he psychological toll of living through a pandemic is sweep- ing. Stress permeates economic uncertainty and disrupted ways of life. The National Institute of Mental Health found long-term stress like that experienced during the public health crisis increases mental health illnesses and negatively impacts employee productivity. Comprehensive mental health promotion supports employees and enhances produc- tivity. The negative impact of employee stress on work outcomes is well documented. The Anxiety and Depression Association of America found that high levels of employee stress lead to low morale, employee burnout, growing absenteeism, and falling produc- tivity rates. Stress also directly influences employee experiences with depression and anxiety. The cost of lost work time for orga- nizations is significant. The Mental Health Commission of Can- ada reported that 500,000 Canadians miss work every week due to mental health issues. This can lead to a risk apex, as seen in the Netherlands, where 58 per cent of work-re- lated disabilities are rooted in mental illness. A similar trend is found in the federal public service, where 52 per cent of long-term dis- ability claims are related to mental health. While the Canadian average is lower at 38 per cent, the trend is concerning. Leadership matters Empathetic leaders champion systemic poli- cies that broadcast the importance of mental wellness. Investing in employee well-being improves morale, loyalty, innovation, pro- ductivity, and profit. Good practices through manager training and employee support give organizations the tools to identify the symp- toms of stress and mental health issues while powering early intervention strategies. Rogers Communications subscribes to the National Standard for Psychological Health and Safety in the Workplace. It adopted new partnerships and cross-departmental collabo- rations under the Standard. The multi-level approach levers existing experts to identify and hold each accountable for their respec- tive obligations. Organizations can achieve proactive mental wellness, as opposed to re- active post-crisis care, through professional counselling, wellness apps, and demograph- ics-based resourcing. For example, predomi- nantly female organizations might prioritize training and resources that focus on women while also arranging general, male, and non- binary sessions. The financial cost of lost productivity due to mental health issues is forecast to reach $198 billion by 2040. Developing mental health wellness strategies helps organiza- tions gain a return on investment via a more productive, motivated, and engaged work- force. Empowering employees to take charge of their own mental health contributes to employee engagement and overall satisfac- tion. Leadership examples of overcoming mental health issues minimize the associated stigma and allow for early intervention. Pablo Picasso observed that “Action is the foundational key to success.” Taking action to establish safe and healthy workplaces is key to organizational success but essential to societal well-being. Pravina Rajadurai is a federal pub- lic servant and candidate for the master of public policy, administra- tion and law at York University. (pravina.r@live.ca ) hazards, develop initiatives, and contribute to 10 per cent greater employee engagement. Finland is a productivity leader among Organisation for Economic Co-operation and Development nations. It invests heavily in occupational and mental health supports. The shift towards virtual workplaces enables occupational health and safety committees to re-engage in psychological health and safety issues, which have historically taken a back seat to their physical counterparts. Authentic leaders advocate mental health measures by sharing their own experiences and displaying vulnerability as strength. Nor- malizing mental health issues establishes an environment for open reflection and trans- parency. Early intervention mitigates the extreme, often sudden, impacts on work in a crisis. The example set by senior executives in sharing personal experiences with racism augurs well as an approach for mental health. Openly discussing mental health issues with co-workers and management facilitates appropriate risk mitigation. Actions that support employee well-being take the form of re-allocating work or extending deadlines within organizational limits. Since introduc- ing mental health and well-being questions in the annual Public Service Employee Sur- vey, the Government of Canada has access to data showing positive trends in employee perception of workplace wellness initiatives. Employee engagement Mental Wellness Committees empower em- ployees to take control of their own mental health knowledge through events, work- shops, and networks. They also bridge the gap between employees and management ONE FOR ALL AND ALL FOR ONE IN PRIORITIZING MENTAL HEALTH Once you start talking about [experiencing a mental health struggle], you realize that actually you’re part of quite a big club. ­ — Prince Harry, Duke of Sussex September/October 2021 // Canadian Government Executive / 19 MILLENNIAL OUTLOOK BY PRAVINA RAJADURAI