The rapid spread of the Omicron variant, even among the fully vaxxed and boosted, is leading to a new phase in our COVID-19 response strategy. Call it the “learning to live with the virus” phase. As more people begin to understand that despite several vaccines that are effective at preventing severe illness, COVID-19 will not disappear anytime soon. As the focus shifts from a pandemic to an endemic, our attention should also shift to addressing one of the most serious long-term effects — the sharply negative impact on mental health.
During the pandemic, we’ve seen a startling increase in people experiencing symptoms of depression and anxiety. Substance abuse and suicide attempts are also up dramatically. At One Mind at Work, we believe one of the best places to begin addressing this new global mental health crisis is the workplace.
The average person will spend 90,000 hours at work over a life time — or 1/3 of their life. Work and money have long been among the top causes of stress. Work is inextricably linked to life and purpose, making an arbitrary separation difficult to impossible. Healthcare and health coverage are also deeply connected to work, meaning a job is often the gateway to the professional mental health care many people need.
To address the challenge, we are working with business leaders and companies to adopt what we call a CCDA model — Commitment, Culture, Design and Access.
It starts with making a commitment to the mental health and well-being of employees. According to a recent study by Ginger, a mental health technology platform, 96 percent of CEOs believe their companies are doing enough to address employee mental health, but just 69 percent of employees agree. That shows not only a lack of alignment between leaders and their employees but also a lack of true commitment from many employers.
Building a culture that values mental health, free of the stigma that often prevents people from discussing their challenges, is also essential. Strong leaders and managers create that culture by sharing their own stories about mental health — an approach 90 percent of employees found helpful according to the same Ginger survey.
Workplace design can also have a significant impact on employee well-being, in addition to productivity and engagement. A well-designed workplace encourages comfort and collaboration, while also creating spaces where people can get away for a break and recharge.
Finally, employees increasingly expect employers to provide access to mental health services, while business leaders understand it’s not just the right thing to do, but also makes good business sense. Offering resources and support in a clear and concise way can drive awareness and employee utilization — ultimately leading to better overall employee wellbeing.
Even before the pandemic, the WHO reported the ROI from strategies that focus on mental health at $4 in greater productivity and improved health for every $1 invested. That investment in access is even more important now.
Living safely and successfully with COVID requires not just vaccines and drug therapies, but a sharper focus on protecting and improving mental health and well-being. Creating a workplace with a culture, design and leadership-driven commitment to employee mental health is essential as we learn to live with the realities of Delta, Omicron and the next variations of the virus. The time to act is now.