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As World Mental Health Day (10 October) approaches, construction leaders must address the crisis impacting the workforce
Construction workers suffer higher rates of depression, anxiety and stress than the rest of the population.
That’s according to a recent study published in the journal Frontiers in Built Environment, which links the decline in mental health in the sector to the longer, more irregular hours worked by staff.
Leaders need to act now to address the mental health crisis in the industry. Not only is it the right thing to do morally, but it simply makes good business sense to foster a happy and healthy workforce.
Upping the score
Awareness around mental health is something that’s increasingly front of mind for those working with the industry.
Halton Borough Council recently introduced new mental health requirements for all of its future construction tender processes.
This ground-breaking initiative sets a new standard in the industry and means that contractors must include a scored statement on the mental wellbeing of their staff and subcontractors.
It highlights how seriously other organisations view mental health support – and why construction leaders should do the same.
Here are seven tips for creating a more supportive and healthy workplace:
- Foster a culture of open communication – Employees need to feel comfortable starting conversations about their mental health needs without fear of stigma. While this culture can’t be created overnight, the harder you work to get it right, the less of a stigma there will be over time. Some people will make derogatory remarks and have unhelpful responses, but if you deal with these in the right way, trust will grow.
- Provide training for everyone – Educate managers and the rest of your staff on how to recognise signs of mental health issues, understand how to offer signposting and support, and reduce judgmental attitudes. It’s essential to provide information and training about boundaries, acceptable behaviour and unacceptable responses – particularly for line managers, but also within peer groups.
- Share stress management tips – Offer practical techniques on how to handle stress, such as using mindfulness, exercise and a healthy work-life balance. The ‘always-on’ culture needs to be addressed head-on if you’re serious about making progress. Understanding that different people have different stressors, and therefore remedies, is also essential to avoid line managers becoming overzealous with advice based on what works for them.
- Seek guidance from experts – Use occupational health services for guidance. Leaders and HR teams aren’t supposed to be mental health specialists. Like any other health conditions, we need to understand the diagnosis and circumstances before making any adjustments.
- Support the whole team – It’s important to balance individual needs versus fairness across the team. Agree how you’ll communicate with close team members who may be affected by any remedies or changes made in working environments or situations for colleagues with mental health needs. Discretion? Yes. Secrecy? No.
- Flex your benefits – Keep highlighting the benefits of your employee assistance programmes (EAPs). Explain how EAPs can provide confidential support and resources for anyone struggling with mental health issues and signpost to other helpful resources online.
- Bring in support – If you have a lot of staff, consider setting up on-site mental health support, such as access to counsellors or therapists. This is particularly relevant if you have high-change, high-drive projects that keep people working longer hours or create lots of disruption.
The bigger picture
While this is all achievable, it won’t work if leaders fail to demonstrate their own commitment to wellbeing and mental health.
And while offering resources is helpful, personal responsibility is also essential for the long term. People still need room to solve their own issues, think things through and grow their resilience – depending on an individual’s needs.
Good conversations that support accountability, action, remedy, review and progression towards something better – based on the person – are equally, if not more, important.
The more employees can talk about what they need, the easier it is for employers to understand how to help them going forward.
Natasha Kearslake is the founder of Organic P&O Solutions.
Mental health support and advice for CIOB members, past members and related family is available through CIOB Assist. CIOB, in partnership with Anxiety UK, also provides wellbeing support.
For additional support or advice, contact the Samaritans by calling 116 123. Support is also available via the industry charity Lighthouse Club by calling the support line on 0345 605 1956 or texting HARDHAT to 85258.
