How to support mental health in a multi-generational workforce

Mental health awareness has increased in recent years, with younger generations being much more likely to be conscious of the need to address mental health concerns. However, Mental Health UK's recent burnout report suggests that younger workers are also at increased risk of stress and burnout.

Their research found an increased divide between different generations' need to take time off work due to mental health issues. While the number of people taking time off due to stress or other mental health problems has remained constant, there has been a shift in the age groups affected. Absence rates amongst workers aged between 18 and 44 increased, while they declined in those over 45. Employees in the 18-24 age group were three times more likely to take sick leave due to mental health issues than those over 55.

However, this doesn't mean that employers can be complacent about older workers' mental health. As we'll see, the generational differences could be explained by different generations' attitudes to mental health challenges.

Younger employees are typically more aware of mental health challenges and are increasingly willing to seek help if they need it. This could involve speaking with friends, seeking treatment or engaging with other support services. Their willingness to talk openly about their mental health and get treatment could explain increased rates of mental health-related sickness absence.

By contrast, baby boomers and other older workers are less likely to acknowledge poor mental health or seek appropriate support for mental health challenges. Research suggests that older people still perceive mental health issues as a sign of weakness. Baby boomers may avoid mental health discussions at work, believing it could significantly affect perceptions of their ability to work.

Acknowledging generational differences in approaches to mental health helps your business create a range of support options. Reviewing company policies to consider whether they reflect generational differences and include detailed guidance on promoting good workplace mental health is a good idea. If not, consider creating inclusive policies that reflect the demands of managing a multi-generational workforce.

Prioritising workplace mental health should involve initiatives that promote awareness and practical support. Different generations have differing needs and concerns when seeking advice or treatment. For example, older employees who may be unwilling to discuss mental health concerns with their managers or colleagues may be willing to engage in counselling or other treatment if they know their privacy is protected.

Promote open discussions about mental health

The first step in encouraging employees to acknowledge and seek help for mental health difficulties is to reduce the stigma. Create a safe and supportive environment where colleagues can discuss their mental well-being. This can take various forms, from casual conversations to more formal mental health education and stress management training. Simply encouraging managers to normalise mental health discussions by speaking up when they have a bad day can make a difference.

Promoting positive mental well-being doesn't have to focus solely on mental health. Successful well-being programmes designed to improve employees' physical health can also benefit their mental well-being by promoting healthy lifestyle choices and encouraging emotional connections between colleagues to provide peer support during difficult times.

These discussions enable employees to ask for advice or increase their willingness to speak to mental health professionals.

Provide access to a range of mental health resources

Different generations will likely benefit from varying approaches to mental health support. Preferences can be highly personal, and it's important not to pigeonhole employees based on their age. Younger people who have grown up with digital technology and access to online services may be more willing to engage with virtual or online support than baby boomers. However, providing these services to all your employees is still wise.

Over 55s may focus more on self-help options or be reluctant to speak to a counsellor or therapist due to privacy concerns. NHS treatment typically takes place during working hours. An employee assistance programme (EAP) can provide private third-party counselling outside office hours, meaning employees can discuss their concerns in confidence without needing to explain the need for time off. You can also provide access to counselling, telephone and online support with health insurance so employees can choose their preferred service.

Access to self-help resources, such as articles or mindfulness apps, empowers employees to take responsibility for their well-being. Workplace mindfulness sessions can also form part of your well-being initiatives.

Include mental health coverage in employee health insurance

We've mentioned that employee health insurance can give your team access to counselling, telephone, and online mental health guidance. Benefits and services vary depending on your chosen provider, and it's a good idea to speak with a broker for advice on your options.

However, a basic health insurance policy typically includes 8-10 counselling sessions per year, a virtual GP service and helplines that signpost employees to treatment or other sources of support. Investing in enhanced mental health coverage gives your staff more counselling sessions, plus in-patient and out-patient treatment with a psychiatrist should they need it. Promoting these benefits can also encourage conversations about mental health at work.

Offer benefits that support a positive work-life balance

The burnout report found that employees aged 18-24 reported increased stress levels due to feeling isolated, working unpaid overtime or longer paid hours due to the cost-of-living crisis. Employees with higher stress levels in other age groups attributed this to heavy workloads or worries about job security. These issues require careful management to avoid overloading employees with work or making excessive working hours the norm. You can also act to reduce employees' financial stress.

Flexible working and a generous annual leave allowance help employees create a positive work-life balance and can help them avoid stressful situations such as a noisy office or a busy commute. A clear separation between their work and personal lives gives them time to relax and de-stress. There are various approaches to flexible working, which can support employee well-being and business growth.

Provide management training

Encouraging managers to speak openly about their personal mental health experiences can help create a supportive environment. Specific mental health sensitivity training can enable managers to raise or discuss concerns with staff, whether the initial approach comes from an employee or a worried colleague.

Training initiatives also ensure managers know where to signpost staff or how to seek guidance if a team member requests an adjustment to their working pattern to reduce stress.

If you'd like to explore how business health insurance can provide mental health support and treatment that fits your employees' needs, contact us for a comparison quote. We provide tailored advice and guidance to help you find the right health insurance coverage for your business.