Workplace mental health strategies for OSH professionals

As part of my MSc studies in HSE Management, I have been engaged in a module entitled Mental Health & Work. This module has provided me with some insights and evidence-based strategies. Here are some key recommendations from my studies:

On implementing psychosocial risk management strategies

Nielsen et al. (2010) underscore the importance of targeted interventions such as adjusting workloads, increasing job control, and fostering work-life balance, which positively impact employees' psychological wellbeing. OSH professionals should:

• Regularly evaluate employee workloads and collaborate with management to ensure that tasks are evenly distributed and aligned with employees’ capacity to prevent burnout.

• Advocate for systems that increase employee autonomy and decision-making opportunities, allowing workers to have a say in how their tasks are carried out.

• Work with HR to design flexible working arrangements (e.g., telecommuting, or flexible hours) that reduce the conflict between professional and personal life demands.

On facilitating employee participation in mental health initiatives

Interventions are most effective when they involve employee input (Nielsen et al., 2010). OSH professionals should:

• Develop feedback mechanisms such as surveys or focus groups to gather employee opinions on work-related stress and mental health challenges.

• Ensure that employee input is not only collected but used to shape organisational health and safety policies, with mental wellbeing becoming a core component of these strategies.

On reshaping working conditions to reduce stress

Van der Doef & Maes (1999) highlight those interventions such as increasing decision latitude, providing adequate resources, and ensuring fair task distribution buffer the negative effects of work-related stress. OSH professionals can:

• Push for the provision of sufficient resources (both material and human) to ensure that employees can perform their tasks effectively without unnecessary strain.

• Collaborate with management to review job roles and tasks, ensuring fair distribution of workload across teams and avoiding overburdening individuals.

On building and sustaining psychological safety

Psychological safety, where employees feel comfortable expressing concerns without fear of retribution, is a significant contributor to improved mental health and job satisfaction (Edmondson, 1999). OSH professionals can:

• Provide training for managers and supervisors on fostering psychological safety by encouraging open dialogue and constructive feedback within teams.

• Establish confidential systems where employees can report concerns or issues related to mental health and safety without fear of negative consequences.

On creating a supportive organisational culture

Toxic work cultures exacerbate stress and contribute to mental health issues (Hogh et al., 2011). In contrast, social support from colleagues and supervisors is a protective factor against job stress (Bakker et al., 2007). OSH professionals should:

• Regularly assess the work environment to identify sources of conflict or harassment, implementing conflict resolution strategies and zero-tolerance policies for bullying.

• Encourage initiatives such as peer support programs or mentorship schemes that strengthen relationships among employees and promote a sense of community.

• Work with managers to ensure they provide adequate support and feedback to their teams, creating a culture where employees feel valued and understood.

References:

Tims, M., Bakker, A. B., & Derks, D. (2013). The impact of job crafting on job demands, job resources, and well-being. Journal of Occupational Health Psychology, 18(2), 230-240.

Van der Doef, M., & Maes, S. (1999). The job demand-control (-support) model and psychological well-being: A review of 20 years of empirical research. Work & Stress, 13(2), 87-114.

Hogh, A., Hoel, H., & Carneiro, I. G. (2011). Bullying and employee turnover among healthcare workers: A three-wave prospective study. Journal of Nursing Management, 19(6), 742-751. https://doi.org/10.1111/j.1365-2834.2011.01264.x

Edmondson, A. (1999). Psychological safety and learning behaviour in work teams. Administrative Science Quarterly, 44(2), 350-383. https://doi.org/10.2307/2666999

Nielsen, K., Randall, R., Holten, A. L., & Rial-González, E. (2010). Conducting organizational-level interventions to improve well-being: The importance of theory and process. Work & Stress, 24(3), 278-297.