More information about the conference, including registration, can be found at www.safetyleadershipconference.com. Below is a preview of what to expect from Singleton’s presentation.
EHS today: Some people say that security should not be “woke” or deviate from its history of focusing on TRIR, SIF, DART, etc. Why do we need to talk about mental health as a safety training topic?
Singleton: Hopefully the impetus behind safety efforts isn’t simply about reducing check-ins or avoiding absent days. Even if this is the case, the data supports the idea that helping workers recognize the impact of their physical AND mental health on workplace safety will result in fewer injuries.
If a worker feels dizzy, they are advised not to use a ladder. If a worker has heart disease, it is important to avoid strenuous tasks. Likewise, if a worker is experiencing a mental health issue, they must be prepared to recognize how this issue may pose a risk to their safety. Are they distracted? Tired of being up all night? Do you have difficulty thinking or concentrating?
The role of a safety professional should include training workers on how to identify and respond to all potential hazards. The inclusion of mental health as a security topic does not “deviate” from TRIR, SIF and DART. In fact, this is directly related to the reduction of all these safety indicators.
What do we know now about mental health and safety that we didn’t know when the Occupational Safety and Health Act was first passed?
I think there are 3 fundamental things that we understand today that might not have been as clear to us 50 years ago. First, each of us experiences events or periods in our lives that present mental health challenges: the loss of a loved one, financial difficulties, relationship difficulties, or a myriad of problems. Second, struggling to maintain our emotional or mental balance is both common and normal. And third, admitting that we are struggling is not a sign of weakness.
What is the state of mental health of today’s workers?
Recent surveys conducted by various organizations have given us insight into the mental health status of today’s workforce. A particularly revealing study was carried out by the American Psychological Association in 2021. Results indicated that 41% of workers whose jobs involve manual labor felt emotionally exhausted “somewhat frequently” or more in the past 30 work days. This is nearly twice as high as what administrative, managerial and professional workers report.
Furthermore, the Deloitte 2022 Mental health and well-being at work The report found that 33% of respondents admitted to missing work due to stress or anxiety. Furthermore, the Centers for Disaster Control and Prevention estimates that depression causes the loss of more than 200 million work days each year, costing employers $17 billion to $44 billion.
So it seems that the mental health status of today’s workforce deserves attention.
Over the past few years, I have seen more people talking about their mental health and mental health disorders, but there is still a stigma. What can employers do to create a safe space for employees?
First, leadership sets the tone and plays a critical role in establishing a culture in which workers feel encouraged to share their mental health status appropriately. Creating a safe space for employees requires that we all lead by example. Verbalizing appropriately when you feel anxious, stressed, or mentally impaired allows others to view these feelings as normal.
Imagine an employee stops their manager and says, “I have an idea for how we can improve our workflow. » A response from: “I have a lot on my plate at the moment and I’m starting to feel a little overwhelmed. I want to make sure I give you my best attention. Can we talk more this afternoon after 2 p.m.? sends the message that it’s okay to say you’re feeling overwhelmed.
However, the manager who says, “I have to finish this report by 2 p.m. and I don’t have time for that right now” conveys a completely different message. This will negatively impact workers’ ability to share honestly when they need support.
Other approaches include providing mental health information during employee orientation and ensuring mental health services are covered by insurance. Without a doubt, the most effective way to create a mentally health-friendly workplace happens on the front lines every day. Managers and supervisors who model good mental health practices and support employees will have the greatest impact. Simply asking workers how they are doing and genuinely listening to them is your most powerful and effective mental health tool.
What do employers, employees, and even safety professionals need to understand about the overall impact of mental health on workplace safety?
Mental health issues can interfere with concentration. We’ve all experienced it. It therefore goes without saying that using equipment or machinery in such conditions can potentially result in serious injury to yourself or a colleague. A worker who has not slept well due to anxiety may tend to forget certain steps in a process. Likewise, employees with more chronic and long-term mental health issues may eventually become disengaged from their work, leading to a decrease in their productivity and quality.
As we move towards greater awareness of mental health in the workplace, we must look for tools to help us all respond proactively. Mentally healthy employees result in a workforce with reduced safety risk and increased productivity.
What is one thing you hope attendees will learn from your session at the Security Leadership Conference?
My hope is that participants in this session will develop the confidence to talk about mental health as part of their existing safety and injury prevention training efforts.
