A new report found that when it comes to mental health, society is under strain, especially where rising needs, economic pressure and structural barriers are affecting how American workers can receive support.
Rula, a national behavioral healthcare provider, released its annual state of mental health report titled The Spaces Between Us: Navigating the Gaps, Traps and Barriers of Mental Health in America, which highlights year-over-year trends focused on why Americans seek mental healthcare, the various ways in which they access treatment and the barriers that persist in doing so. Based on responses from over 2,000 U.S. adults, the report surfaced some key negative trends shaping the nation’s workplace mental health options.
“While employers have made strides in reducing mental health stigma in the workplace and expanding wellness benefits, a significant gap remains between the policies in place and a truly healthy work environment,” says Lolly Coleman, director of provider quality and engagement at Rula.
For example, Rula’s report found that mental health “masking”—when individuals repress or hide signs of a mental health condition to blend in or adapt—has become a leading indicator of employee turnover. In fact, Coleman says, 43% of respondents have avoided telling their manager about a mental health challenge.
She explains that masking mental health issues often leads employees to suppress emotions and create internal stress, which naturally can negatively affect job performance.
“This lack of disclosure can prevent employees from receiving crucial workplace support, so managers should be trained to assist by helping manage workloads, clarifying health benefits and increasing socialization internally,” she says.
To maximize the ROI of mental health programs—especially keeping costs in check, considering today’s shrinking benefits budgets—Coleman says employers must shift from reactive, one-size-fits-all benefits to proactive, data-driven and personalized care.
Also, she adds, by investing in data-integrated and measurement-informed care options, organizations can also improve mental health outcomes and ensure employees are matched with the appropriate provider for their needs.
Rula found that seeking care also can be significantly encouraged when employees feel they have the “social permission” to disclose a mental health challenge to their manager, employer or peers, Coleman says. To address this, she explains that employers must adopt a more visible approach to mental health support, making it accessible and normalized throughout the organization.
“This involves actively marketing resources and streamlining the process so employees can access care,” Coleman says.
A work environment with good mental health is essential
Fostering a mentally healthy work environment is also essential, according to Coleman. She says, for example, giving employees autonomy to “own their mental health” by allowing for schedule flexibility when possible, personal breaks during the day and time to connect with peers can make a big difference.
“This also supports employees’ comfort in being open about their mental health: When they feel safe showing up as themselves, they are likely to be more productive and invested in the work they are doing,” she says.
Ultimately, Coleman says, true mental healthcare accessibility and value is achieved when seeking help is easy, expected and free of stigma, allowing employees to get the support they need on their own terms at minimum cost to the employer.
Additional findings from the report include that 37% of employees are unsure what kind of care they actually need, citing a lack of resources to navigate the mental health maze.
To address this type of finding, Coleman says, employers must adopt a more visible approach to mental health support, making it accessible and normalized throughout the organization by actively marketing resources and streamlining the process.
“Ultimately, true accessibility along with effective cost control can be achieved when seeking help is easy, expected and free of stigma, allowing employees to get the support they need on their own terms,” Coleman concludes.
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