Employees who experience states of positive mental health are more committed to their organisation and perform better.
Seibert, S. E., Wang, G., & Courtright, S. H. (2011). Antecedents and consequences of psychological and team empowerment in organizations: A meta-analytic review. Journal of Applied Psychology, 96(5), 981.
Employees who experience states of positive mental health perform beyond the required tasks of their job.
Nahrgang, J. D., Morgeson, F. P., & Hofmann, D. A. (2011). Safety at work: a meta-analytic investigation of the link between job demands, job resources, burnout, engagement, and safety outcomes. Journal of Applied Psychology, 96(1), 71.
A global study found that when well-being is actively promoted in the workplace, employees are 2.5 times more likely to view their organisation as a best performer than as a below average performer.
World Economic Forum (2010). The wellness imperative: Creating more effective organizations.
A global study has found that organisations that promote well-being as a priority are seen as 3 times more productive by their employees.
World Economic Forum (2010). The wellness imperative: Creating more effective organizations.
A global study has found that when organisations prioritise well-being, they are seen as 3.5 times more likely to encourage creativity and innovation
World Economic Forum (2010). The wellness imperative: Creating more effective organizations.
A global study has found that when organisations prioritise well-being, they are 4 times less likely to lose talent within the next year.
World Economic Forum (2010). The wellness imperative: Creating more effective organizations.
Thriving employees are more creative and explore their environment for new opportunities.
Bakker, A. B., Demerouti, E., Sanz-Vergel, A. I. (2014). Burnout and work engagement: The JD-R Approach. Annual Review of Organisational Psychology and Organizational Behavior, 1, 389-141.
Thriving employees are more proactive. They identify new opportunities, take action and bring about meaningful change in their environment.
Bakker, A. B., Demerouti, E., Sanz-Vergel, A. I. (2014). Burnout and work engagement: The JD-R Approach. Annual Review of Organisational Psychology and Organizational Behavior, 1, 389-141.
Organisations whose employees are thriving see improved productivity and profitability.
Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87(2), 268.
Without an integrated approach to workplace mental health, efforts will not be embedded in organisational structures and culture, resulting in wasted investments and ad hoc, disconnected initiatives lacking sustainable change.
A workplace that is able to reap the benefits of having a mentally healthy workforce is one that demonstrates authentic and visible support for the mental health and well-being of their employees by taking action informed by the best available evidence.
Happy and healthy employees are also happier and healthier in all domains of their lives.
Lyubomirsky, S., King, L., & Diener, E. (2005). The benefits of frequent positive affect: Does happiness lead to success?. Psychological Bulletin, 131(6), 803.
Good work is good for mental health.
People with severe mental health problems can still be thriving at work with the right support.
The correct way to view mental health is that we all have it and we fluctuate between thriving, struggling and being ill and possibly off work.
“Everyone is somewhere on the mental health spectrum, so this is a business productivity issue which should be dealt with alongside other health and safety concerns. Creating a positive environment for mental health demonstrably costs less than failing to do so.” – Nigel Carrington, University of the Arts London
Through a mentally healthy workplace, employers can improve the quality of life of employees and their families.
Thriving employees experience reduced strain and stress, burnout, mental illness, substance abuse, and physical ill-health. These individual outcomes means organisations have reduced costs associated with absenteeism, presenteeism and compensation claims.
Thriving employees behave more safely, especially when in a supportive work environment.
Nahrgang, J. D., Morgeson, F. P., & Hofmann, D. A. (2011). Safety at work: a meta-analytic investigation of the link between job demands, job resources, burnout, engagement, and safety outcomes. Journal of Applied Psychology, 96(1), 71.
Employees who experience states of positive mental health are more committed to the organisation.
Employees who experience a healthier work-life are likely to experience flow-on effects such as greater well being outside work and better recovery during non-work time.
Sonnentag, S., Mojza, E. J., Demerouti, E., & Bakker, A. B. (2012). Reciprocal relations between recovery and work engagement: The moderating role of job stressors. Journal of Applied Psychology, 97(4), 842.
As much as we need to focus on bringing employees experiencing mental health issues ‘back to baseline’, we also need to develop positive mental health in employees, enabling them to thrive beyond the baseline.
The changing nature of work requires adaptable, engaged and capable employees.
Due to economic globalisation, advancing technology and demographic shifts, the nature of work is changing, increasing in complexity and uncertainty. These changes introduce threats and challenges to employee mental health.
Positive and high functioning employees are more likely to be self-motivated, persist in the face of challenges and go the extra mile in achieving organisational goals.
A case study of 300 manufacturing employees found that a 10 point increase in well-being scores was associated with 24% lower presenteeism.
Positive and high functioning employees are more likely to be self-motivated, persist in the face of challenges at work and go above and beyond to achieve work goals.
Avey, J. B., Reichard, R. J., Luthans, F., & Mhatre, K. H. (2011). Meta‐analysis of the impact of positive psychological capital on employee attitudes, behaviors, and performance. Human Resource Development Quarterly, 22(2), 127-152.
Promoting mental health by developing positive aspects of work and worker strengths is associated with improved employee engagement and a supportive workplace culture.
LaMontagne, A. D. et al. (2014). Workplace mental health: Developing an integrated intervention approach. BMC Psychiatry, 14(1), 131.
Being known as a workplace that promotes positive mental health and well-being can make you an employer of choice.