How can we reduce the challenges to mental wellbeing in the workplace and positively influence organisational culture? Integrating preventive mental wellbeing services into work ability management helps create a healthier and more productive work environment.
Work ability management is not just about making strategic decisions and preparing reports. It is also about first-line managers being able to identify and respond to the individual needs of team members, especially in situations where mental wellbeing issues arise. Through preventive support from managers and team leads, challenges to mental wellbeing can be addressed before they impact an employee’s ability to work, and overall organisational culture is improved.
It is important to recognise that work ability management operating models, competence and cooperation are matters for the entire organisation. The costs of poor mental wellbeing for organisations are significant. An important role is played by managers, team leads, occupational health teams, health services and individual employees. This blog post examines, in particular, the significant role of first-line managers. We look at their role from the perspective of team and work community wellbeing, and how team leads can be supported in this important task.
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The role of team leads in supporting mental wellbeing is becoming increasingly important in working life. They play a key role in implementing work ability management in the day-to-day life of their team members. For example, they can influence the following:
It is a good idea for first-line managers to plan and reserve time for one-on-one sessions with team members as part of the regular workday activities. Reliability and good communication create a psychologically safe, positive, and supportive working atmosphere which promotes employees' mental wellbeing and motivation.
First-line managers should be aware of issues that can affect employees' ability to work and, if necessary, intervene at an early stage. Recognising early alarm signals is key. The trust created through regular discussion also makes it easier to bring up difficult issues.
For example, excessive stress, work pressure and job insecurity can affect employees' mental wellbeing and work ability. First-line managers should support stress management and offer concrete help to reduce psychological strain on employees.
Regular performance appraisals and recognition of work well done are extremely important. They are a good opportunity to give and receive constructive feedback. However, there is a risk if these are the only occasions for open debate.
Even if there are many opportunities, managers do not always react in a timely manner to issues affecting work ability. Here are some reasons why this might happen:
The manager’s experience, competence, personality, leadership style, empathy, and emotional management skills play an important role. For some, it is more natural to discuss emotional issues and wellbeing. For others, it is very difficult, making good tools even more valuable.
It is also important for managers to take care of their own wellbeing, and this should also be on the leadership’s agenda. If we are really stressed and busy, observation, situational awareness, decision-making ability, and empathy skills may weaken. That easily reflects on our own work ability and leadership, as well as our resources to tackle important issues in general.
By offering low-threshold support for managers' mental wellbeing and individual development needs, we ensure that they receive tools and means to work in a sustainable way. When you learn ways to relieve your own stress and lead yourself, it is easier to help others as well. Sometimes it's really important for all of us to be able to vent our thoughts openly, get outside sparring and perspectives on everyday challenges, so we can tackle them before things escalate. Auntie is here to support you!