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2024 State of Workplace Empathy: The Barriers to Mental Wellbeing at Work

信息技术2024-08-27businessolver金***

AI智能总结

The Barriers to Mental Wellbeing at Work

Executive Summary

The 2024 State of Workplace Empathy study, conducted by Businessolver, reveals significant challenges in maintaining mental wellbeing at work. Key findings highlight:

Widespread Mental Health Issues: 55% of CEOs and 50% of employees reported experiencing mental health issues in the past year.
Stigma and Toxins: A pervasive stigma exists, with 81% of CEOs, 72% of HR professionals, and 67% of employees perceiving mental health issues as a sign of weakness or burden.
Workplace Toxicity: Half of CEOs (52%) and one-third of employees (36%) consider their workplace toxic environments.
Impact of Stigma and Toxins: Perceptions of a toxic workplace correlate strongly with reported mental health issues, increasing the likelihood by 47% for employees and 64% for CEOs.

Main Findings

1. Stigmas and Toxins Persist

The stigma around mental health issues is deeply ingrained, with most executives and employees viewing those with mental health problems as weak or burdensome.

2. Workplace Toxicity

A significant number of CEOs and employees find their work environment toxic, affecting mental health negatively.

3. Gaps in Mental Health Benefits Utilization

Despite increased investment in mental health benefits, there's a substantial gap between what employees value and utilize. Benefits are highly sought after but underutilized, with 70-point differences in awareness and use.

4. Role of Empathy in Mental Wellbeing

Empathy is crucial in fostering mental health, but barriers exist, including difficulty in consistently demonstrating empathy among employees and skepticism among CEOs regarding its application.

5. Strategies for Supporting Mental Health

Emphasizing transparency and vulnerability from leadership, promoting empathetic behaviors, and addressing the stigma associated with mental health are critical steps for organizations.

Conclusion

Addressing the barriers to mental wellbeing at work requires a multifaceted approach that tackles stigma, promotes empathy, and ensures the accessibility and utilization of mental health benefits. Organizations must prioritize creating supportive environments that recognize and address the mental health needs of their employees. By doing so, they can foster healthier, more productive work cultures.

2024 State of Workplace Empathy: The Barriers to Mental Wellbeing at Work

1|DocumentTitle|©Businessolver.com,Inc.2024.Allrightsreserved. TheBarriersto MentalWellbeingatWork Businessolver’sninthannualStateofWorkplaceEmpathystudyrevealshowworkplacestigmaandtoxicityperpetuatementalhealthissues TableofContents StigmasandToxicityPersist asMentalHealthIssuesClimb3 BurnoutandBarrierstoEmpathy FuelMentalHealthIssuesand9 WorkplaceToxicity BridgingtheGap:MentalHealth BenefitsAreHighlyDesiredbut12 SeverelyUnderutilized PuttingEmpathyIntoAction toSupportMentalWellbeing17 2|2024StateofWorkplaceEmpathy|©Businessolver.com,Inc.2024.Allrightsreserved. StigmasandToxicityPersistasMentalHealthIssuesClimb Empathyislackingintoday’sworkplaces,andithasacascadingeffectoncultureandmentalhealth I’veheardothercompaniesactuallyoffermentalhealthdays.IhavetojustsayI’msickifI’mlikefeelingsadorhavingabadweek,becausetakingadayoffformymentalhealthwouldn’tbeavalidexcuseinmyfield. –Healthcareemployeeinterview,2024StateofWorkplaceEmpathy Astaggering55%ofCEOs(+24pointsfrom2023)and50%ofemployeeshaveexperiencedamentalhealthissueinthepastyear,accordingtoourninthannualStateofWorkplaceEmpathyfindingswhichsurveyedover3,100employees,HRprofessionals,andCEOs.GenZself-reportsthehighestmentalhealthissuesat65%. StateofMentalWellbeinginToday’sWorkplace MentalHealthIssues: 55%ofCEOs,50%ofemployees,and45%ofHRprofessionalsexperiencedamentalhealthissueinthepastyear StigmaatWork: 81%ofCEOs,72%ofHR professionals,and67%ofemployeessaycompaniesviewsomeonewithmentalhealthissuesasweakoraburden WorkplaceToxicity: 52%ofCEOs,36%ofHR,and35%ofemployeessaytheirworkplacesaretoxic BarrierstoEmpathy:42%ofemployeessayit’shardforthemtoconsistently demonstrateempathy,and72%ofCEOssaythey’llbechallengedondecisionsiftheyuseempathy Beyondwidespreadmentalhealthissues,dataalsopointstoapervasivementalhealthstigmaamongU.S.workers:CEOs(81%),HR(72%),andemployees(67%)allagreethatcompaniesviewsomeonewithmentalhealthissuesasweakoraburden. Thedeclineinmentalwellbeingisn’tsurprising—thepost-COVIDerahasbeenfraughtwithchallengesfromeveryangleoverthepastfouryears,fromfinancialstrifetosocialandpoliticaltensions.Butthisyear,ourdatabroughtforwardanotherinstigator:Workplacetoxicity. HalfofallCEOs(52%)andoneinthreeemployeesviewtheirworkplacesastoxic.Datalikewiserevealedastrongrelationshipbetweentheperceptionofworkplacetoxicityandmentalhealthissues:Employeeswhosaytheircultureistoxicare47%morelikelytocitementalhealthissuescomparedtothosewhodonotciteatoxicworkplace.ForCEOs,thisisevenhigherat64%. Whilethedataisbleak,italsopointstoasolution:Employersmustbeintentionalaboutextinguishingstigmasandtoxicitywhileputtingparalleleffortintopromotingmentalhealthbenefitsandempathyintheworkplace. Inthisreport,weexplorehowbarrierstoempathyanddeep-seatedstigmasarefeedingworkplacetoxicityandperpetuatingtheongoingmentalhealthstrugglesintoday’sworkplaces. Seethetop-ratedbehaviorsthatdemonstrateempathyin“AGamePlanforPuttingEmpathyIntoAction.” 3|2024StateofWorkplaceEmpathy|©Businessolver.com,Inc.2024.Allrightsreserved. I’vebeenopenaboutmyownmentalhealthexperienceandcanempathizewiththosewhofacetheirownstrugglestoday. Asaleader,mythinkingimmediatelygoestohowdowefixthis?Butmentalhealthisn’tsomethingyou fixforsomeone.Employers,however,doplayavitalroleinprovidingempatheticpathwaystosupportemployeeswhoarestrugglingwiththeirmentalhealth. –RaeShanahan,Businessolver ChiefStrategyOfficer MentalHealthIssuesAreWidespreadintheWorkplaceandBenefitsJustAren’tHelpingLikeTheyShould Ontheheelsofthepandemic,visibilityofmentalhealthissueshasincreasedalongsideinvestmentinmentalhealthbenefits.Infact,accordingtoMercer,94%oflargeemployershaveenhancedtheirmentalhealthcoverage,increasedsupport,orintroducednewprogramsoverthepastthreeyears.Andyet,thestateofmentalwellbeingamongU.S.employeesisn’tgettingbetter—andsomebenefits,suchasemployeeassistanceprograms(EAPs),justdon’tseemtobehavingthedesiredimpact. StartHere:StrategiesforSupportingMentalHealthintheWorkplace Thisyear’sfindingsrevealthatdismantlingstigmasandremovingbarrierstoempatheticbehaviorintheworkplacearecriticaltobothsupportingemployees’mentalwellbeingandcreatingempatheticcultures.Equallyimportantthoughisensuringgreaterawarenessforandaccesstomentalhealthbenefitswhicharesignificantlyunderutilized. Thisyear’sfindingsreveallargegapsinbothawarenessformentalhealthbenefitsandutilizationofthosebenefits—despitethefactthatmentalhealthbenefitsarehighlyvaluedbyemployees.Onaverage,70-pointgapsexistbetweenthebenefitsemployeessayareimportantandthosetheyuse. Jumpto“BridgingtheGap:MentalHealthBenefitsAreHighlyDesiredbutSeverelyUnderutilized” tolearnmoreaboutthisbenefitsgap. Employersplayacrucialroleinofferingcost-effectiveandaccessiblebenefitsandresourcestosupportmentalwellnessintheworkplace.Overthenineyearsofour study,flexibilityhasconsistentlybeenrecognizedasakeyempatheticbenefit,andthisyearflexibleworkinghourswerelikewiseratedasatopmentalhealthbenefit.Evenso,only36%ofemployeescitedaccesstoflexiblehours. Ourdatapointstotheneedforadeepercommitmentfromemployerst

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