Confidentiality Within the Workplace: The importance of psychological safety for employee assistance programs
The COVID-19 pandemic generated widespread instability and disruptions to the workforce, and the mental health of workers has suffered as a consequence.
- A survey from 2020 found that 42% of employee respondents reported a decline in their mental health from the start of the pandemic.1
- Another 2021 survey reported that nearly two thirds of U.S. workers are experiencing mild to severe symptoms of anxiety or depression.2
- Global trends measuring employee engagement and stress levels paint a similar picture: the mental health of workers is taking a hit—and with it, the bottom line of businesses.3
Stemming the Great Resignation with effective mental healthcare
The pandemic hasn’t only impacted mental health; it’s also shifted employees’ attitudes about mental well-being. A survey conducted by Ginger found that mental health support is an increasingly important consideration for evaluating a new job, with 49% of respondents saying it would be a key factor in their decision — second only to 401k contributions or similar financial aid.4
Providing access to mental health benefits is just as important for keeping current employees around. The so-called “Great Resignation” saw a record number of workers trade up their old jobs for flashy new ones that offer more flexibility and autonomy. The message to employers is clear: mental health isn’t a privilege, it’s a priority.
With the number of job openings in the US near an all-time high5 and workers emboldened to seek new employment opportunities, the incentive for employers to improve the mental health of their employees has never been more important for retaining and attracting top talent.
Offering employee benefits doesn’t guarantee uptake
Fortunately, many employers (about 40%6) are heeding employees’ demands for increased access to mental health benefits. But employers who provide mental health support through employee benefits programs shouldn’t rest just yet. The problem isn’t so much access to mental health benefits as it is ensuring these benefits are used by employees who need them most.
The utilization rates of industry standard EAPs–many of which offer mental health benefits–are notoriously low at 1.8-6.9%.7 The poor uptake of these programs isn’t just due to a lack of awareness. In a 2016 survey, 40% of respondents said they experienced feelings of depression and anxiety and never sought help.8 Employees dealing with depression have especially low take rates, with only half receiving treatment for it.9
Closing the utilization gap to increases the cost-effectiveness of benefit programs
Employers stand to gain from addressing this utilization gap. With an estimated return of $4 for every $1 invested in mental health support,10 employers have an opportunity to enhance the cost effectiveness of their employee benefits programs. In doing so, employers can not only increase profitability but the reputation of their company.
References
- Greenwood, K., & Krol , N. (2021, August 31). 8 ways managers can support employees' mental health. Harvard Business Review. Retrieved February 22, 2022, from https://hbr.org/2020/08/8-ways-managers-can-support-employees-mental-health
- Leonhardt, M. (2021, September 20). U.S. workers are not okay-and employers are the last to know. Fortune. Retrieved February 22, 2022, from https://fortune.com/2021/09/20/us-workers-employers-anxiety-depression/
- Gallup. (2021). State of the Global Workspace 2021 Report. https://www.gallup.com/workplace/349484/state-of-the-global-workplace.aspx
- Ginger. (2020). Workforce Attitudes toward Mental Health Report 2020. https://go.ginger.io/hubfs/200626_Ginger_Report2020.pdf
- Picchi, A. (2021, December 8). Job openings near record high, with 11 million vacancies. CBS News. Retrieved February 22, 2022, from https://www.cbsnews.com/news/job-openings-11-million-near-record/
- KFF. (2021). 2021 Employer Health Benefits Survey. https://www.kff.org/health-costs/report/2021-employer-health-benefits-survey/
- Chestnut Global Partners. (2016). EAP Trends Report 2016. https://chestnutglobalpartners.org/Portals/cgp/Publications/Chestnut-Global-Partners-EAP-Trends-Report-2016.pdf
- Boak et al., (2016). The mental health and well-being of Ontario students, 1991-2015: Detailed OSDUHS findings. CAMH Research Document Series no. 43. Toronto: Centre for Addiction and Mental Health.
- Minor, M. (2021, January 20). Mental health in the workplace: The high cost of depression. Forbes. Retrieved February 22, 2022, from https://www.forbes.com/sites/mariaminor/2021/01/20/mental-health-in-the-workplace-the-high-cost-of-depression/?sh=1d7bab666666
- World Health Organization. Mental health in the workplace. Retrieved February 22, 2002 from https://www.who.int/teams/mental-health-and-substance-use/promotion-prevention/mental-health-in-the-workplace
- Canadian Medical Association (2008). 8th annual National Report Card on Health Care. Retrieved from https://www.cma.ca/multimedia/CMA/Content_Images/Inside_cma/Annual_Meeting/2008/GC_Bulletin/National_Report_Card_EN.pdf.
About the Authors
Ryan McPhedrain
Ryan is currently pursing his PhD in neuroscience at McGill University, focusing on the molecular and cellular mechanisms of neural plasticity in the developing brain. His main interest is in applying behavioural frameworks to guide interventions that enhance mental health and wellbeing. A staunch advocate for data-driven solutions, he seeks to leverage data science and machine learning tools to improve behavioural outcomes in digital health and finance. He has also participated in McGill-affiliated science outreach campaigns, giving presentations on neuroscience topics for high school students and answering publicly-sourced neuroscience questions. In his spare time, Ryan can be found enjoying a good book, playing various sports like hockey, volleyball and tennis, or simply getting lost in nature.
Marielle Montenegro
Marielle Montenegro has a background in behavioural neuroscience from McGill University. Her prior experience ranges from projects in behavioural finance to health, where she was responsible for designing programs that unlocked barriers to medication adherence, curating behaviourally guided content for financial planners and informing policy to improve access to and perceptions of mental health services in University. Prior to working at The Decision Lab, she was based in Johannesburg working as a Behavioural Policy Analyst, where she designed impact measurement framework to assess the effectiveness of telecommunication policies on access to communications in rural communicates.
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