Engineering a better workplace
In recent years, the construction sector has experienced its fair share of disruptions, from Brexit and lockdown to the rising cost of materials, it’s fair to say it’s been an uphill battle.
This is particularly significant when you consider that the sector faces an acute issue with mental health. Eighty percent of engineers surveyed by Equal Engineers confirm they have experienced mental health issues, with 43% stating that they’ve had to take time off work due to this as well as stress from the job. With engineering already suffering from skills shortages and recruitment issues, and the increasing pressure of new building targets, the mental health crisis is becoming more visible and will continue to grow if there isn’t action to ensure the right support is in place.
This article provides expert insight into how businesses within the engineering sector can support employee wellbeing and mental health issues, resulting in a happier, more productive workplace and ultimately improved operations.
Engineering is a male-dominated sector with men accounting for 86% of the global workforce, and statistically, men are less likely to seek professional help or support from friends, family or colleagues. According to research carried out by Equal Engineers, less than a quarter of engineers would feel comfortable discussing their mental health issues with colleagues or managers, meaning that vital dialogue to increase understanding and to explore support is then not happening.
Unmanageable workloads and lack of resource due to staff shortages can be common causes of high levels of stress for engineers. The construction sector has long faced skills shortages and recruitment issues, but this is expected to worsen due to new rules around visas for overseas workers that came into force in April, which in the short-term, will make it harder to recruit overseas workers into roles.
Other common stressors can include management styles and pressure to meet deadlines, this may stem from increasing business costs and the new building targets announced earlier this year. It’s important for managers to communicate effectively about targets and take feedback from their team so they can work together to resolve any barriers that would prevent them from achieving these.
Despite a considerable number of engineers claiming to suffer from stress and mental health issues due to work, many employers still aren’t offering effective mental health support in the workplace. It’s important for businesses to implement the right support and policies to help combat the root causes of the issues their employees are facing.
Engaging with your workforce and creating an open environment from the top down in which they feel comfortable discussing their mental health concerns is crucial. Once you understand the pressures they are facing, such as workload or staff shortages, then you can begin to address them and offer support. You may need to consider getting input from an employee’s GP or an occupational health expert if an employee is struggling at work with mental health issues, as well as talking to the employee about what support they think would help.
You could consider creating a wellbeing working group to get general input from employees about what initiatives they think would help. Further, regular catch ups with managers are key, it gives people a direct line to feedback into the business and employees should be encouraged to be open about what issues they’re facing. It’s important that line management meetings are a two-way channel as this will ensure that communication is fluid, and you can work together to look at what support can be provided to ensure people can be their most effective and productive at work.
Managers are your boots on the ground when it comes to supporting wellbeing, but they may not have the training they need to do this effectively and spot the signs that someone on their team is struggling.
In a climate of increased pressure, everyone intuitively puts their head down to get on with their jobs, but more than ever, employees need to feel valued, so finding ways to acknowledge and reward their impact on the business shouldn’t be underestimated. It can be just as damaging for productivity if employees who are thriving feel underappreciated as those who are struggling. So, an increased focus on wellbeing should include celebrating both personal and professional achievements, demonstrating that people can bring their whole selves to work. For example, a culture of sharing positive feedback widely and proudly is a great starting point.
You can also demonstrate appreciation by offering a range of benefits. For example, if you have the resources, offer training and progression opportunities to employees whose focus is on developing their career. For those that are more focused on individual benefits, offering perks such as gym memberships and additional annual leave can prove beneficial.
Employee engagement can be increased through social activities and team building exercises while also preventing them from feeling isolated. Creating a support network or a buddying/ mentor programme can also aid this. In recent years, there’s been an increase in businesses implementing mental health first aiders who are on hand to support employees with mental health issues.
Managers are your boots on the ground when it comes to supporting wellbeing, but they may not have the training they need to do this effectively and spot the signs that someone on their team is struggling. Consider providing formal training that acknowledges added risks to wellbeing, such as supporting colleagues with personal issues and increasing workloads. When it comes to addressing employee frustrations, make the process for escalating concerns clear so that they don’t sit on problems and let them snowball – employees suffering from burnout are more likely to make mistakes. Managers themselves need support in handling these delicate conversations and should feel confident that the advice they offer is consistent and evidence based.
Protecting this delicate balance is where external wellbeing support can be invaluable. For employees, providing access to employee assistance programmes, for example, gives them a space where they can discuss matters affecting their wellbeing that they wouldn’t be comfortable sharing at work. It puts these issues in the hands of independent professionals and communicating the availability of these resources is crucial, as is communicating their independence and confidentiality. Ultimately, any measures you put in place need to be robust, proactive and arguably most importantly, visible.
Feeling supported, valued and listened to can have a huge impact on a person’s commitment and their ability to be productive, and if a business gets it right, these measures can help foster a positive culture and energetic atmosphere in the workplace. All of which investment in wellbeing support helps with employee satisfaction, talent retention and productivity.