Mental Health Policy

Policy Statement & Goal

Our Mental Health policy outlines our plans for preventing and treating mental health issues among our employees.

Physical and mental health are equally important. Mental illness can be harmful to a person’s happiness, productivity, and collaboration. Companies may be impacted by mental health issues in the following ways:

  • Turnover
  • Absenteeism
  • Poor employee performance
  • Employee substance abuse
  • Work-related accidents
  • Workplace violence or harassment

With this policy, we hope to support our employees while also fostering a healthy and happy workplace. We want everyone to feel valued and treated fairly.

This policy is applicable to all of our employees. Human resources is primarily in charge of communicating this policy and overseeing its execution.

Our policy begins by soliciting feedback from all interested parties. To develop and revise our policy, we will consult with employees, senior management, and mental health professionals.

What exactly are mental health issues?

Workplace mental health issues are any conditions that affect employees’ mental health. Mild depression, stress, and severe anxiety are examples of these conditions, which can lead to burnout and nervous breakdowns. Substance abuse can also exacerbate mental health issues.

Mental health issues appear in a wide range of ways. Some workers may have no physical symptoms, whereas others may experience physical symptoms (e.g., increased blood pressure, lethargy, changes in eating habits).

Every level of management is responsible for ensuring that those reporting to them understand and follow this policy, as well as receiving any necessary training.

Factors that contribute to mental health problems

Employees may have mental health problems for reasons that an employer cannot control (e.g., hereditary, family conflicts, general health), but there are also work-related reasons for mental health problems, such as: • Job insecurity.

  • Excessive stress.
  • An unbalanced work-life balance.
  • A lack of gratitude.
  • hostile work environment
  • A job or workload that is unsatisfactory.
  • Poor working relationships with co-workers or managers.

Our company’s leaders strive to identify and address cases of workplace pressures that contribute to mental health issues to the greatest extent possible. Company Initiatives We intend to: • Take mental illness seriously.

  • Proactively identify and resolve issues.
  • Assist employees who are experiencing mental health issues.
  • Work with managers, employees, unions, and health experts to create pleasant workplaces.

Services for Professionals

We will hire a mental health professional (e.g., a psychologist) to come to our office. When employees require counselling, they can contact this professional. Anything they share with this person will be kept private.

Mental Health Education

We want to raise mental health awareness and challenge the stigmas that surround it. To accomplish this, we will:

  • Keep employees updated. We will hold an event to present policy updates.

whenever it is altered This policy will also be presented to new hires by HR.

  • Gather useful resources. We will create a library of articles, videos, and infographics.

concerning mental health These resources will be available in a shared folder, on our website, or as part of our software.

Work-related issues, such as compensation, job insecurity, and work-life balance, can place a significant strain on our lives. In such cases, we encourage our employees to consult with a mental health professional about how to better handle their individual situations.

Furthermore, we promote open communication between employees and managers. If employees have a problem at work, they should speak openly with their managers.

Managers must, in turn, listen to their employees and collaborate to find a mutually satisfying solution.

Responsibilities of Managers should also look for signs of mental illness in their employees. If they believe an employee is in emotional or psychological distress, they should contact them.

Here are some suggestions for how managers can deal with an employee who is suffering from mental health issues in everyday situations:

  • If an employee is having problems at work, managers should find a solution; if an employee is having problems collaborating with colleagues, managers should meet with concerned employees and act as mediators. Managers should contact HR if the problem is severe (for example, violence, harassment, or victimisation).
  • If an employee’s issues are personal, or if the employee refuses to discuss them, managers should encourage the employee to contact our mental health professional.

Support and open communication

HR is in charge of sending out [quarterly] surveys to gather information about workplace mental health. Surveys must be completely anonymous.

We also want to actively support employees who are at risk of developing mental health issues (for example, pregnant women, new parents, and retirees). As a result, we will hold [monthly] support sessions that employees can attend to discuss their situations and seek advice.

It’s often easier to approach a colleague rather than a supervisor or HR. We encourage co-workers to help one another when necessary.

Employee development and recognition

One way to keep our employees from becoming overly stressed is to recognise their efforts and invest in their personal development. As a result, we will establish the following programmes: 

  • Recognition programmes 
  • Mentorship programmes 

Observance of the law

Employees with medical conditions (such as clinical depression) or mental disorders are protected under the law (e.g., schizophrenia.) We will treat these employees fairly and will not compel anyone to disclose their condition or other medical information in accordance with our non-discrimination policies.

Instead, we will try to help employees who come to us with mental health problems and develop strategies that will apply to everyone.

We will also make reasonable accommodations for people with mental disabilities (for example, flexible work hours).

Result evaluation

The provisions of this policy are not onerous. We will put its components to the test to see what works and what doesn’t. HR should conduct ongoing research on mental health issues and evaluate the outcomes of our policy with the assistance of managers

We need everyone’s help to develop, revise, and implement this policy. We can all work together to define mental health issues, their causes, and to seek or offer assistance when it is required. Employees are encouraged to share their ideas and concerns.

During the Trophy Recruitment Review Meeting, the policy will be monitored and reviewed on an annual basis.