MHM Magazine

18 | MENTAL HEALTH MATTERS | 2023 | Issue 4 MHM overnight and left hybrid working in its wake as a new model for doing business.  Combining both working remotely and in-office has given rise to several benefits but also risks to mental health. If the risks are left unaddressed it could have serious consequences for organisations if they don’t actively adapt their Employee Assistance Programmes (EAPs) to support their workforce through these changing times.”  Hybrid work provides flexibility with more freedom for employees to manage their work and personal schedules, and less time spent in traffic, reducing stress levels and enhancing work-life balance - essential components of maintaining good mental health.  However, Prof Schoeman says that the risks of hybrid working, if not proactively managed well by organisations, outweigh the positive impact.  “Hybrid working blurs the boundaries between the office and one’s personal life. It can become a daily challenge for employees to disconnect and recharge and separate work-related stressors from personal time, leading to burnout especially if the organisation’s culture promotes being ‘always on’, expecting employees to always be available and responsive to work demands.” “Working remotely can also lead to social isolation and reduced interpersonal connections, causing a disconnection from colleagues, increased stress levels and poor decision making. It can jeopardise career progression, in that promotions are not only evaluated based on work performance but also their people and management skills, how they collaborate within a team, and their attitudes and values. These are character traits that are difficult to judge remotely, which slow down and reduce growth opportunities.”  Prof Schoeman says with hybrid work models likely to continue and evolve, organisations need to re- evaluate their EAPs and proactively prioritise mental health support to include hybrid working environments to reduce the impact and prevalence of mental health illnesses.  “EAPs have certainly come a long way in the past years where organisations have realised that a healthy workforce equals a healthy company. However, most programmes have been designed as a short-termmeasure to deal with issues that have already occurred and are largely reactive responses to an individual’s wellbeing.  “Organisations need to adapt their EAPs service with additional focus on preventative education, changing the company culture to avoid burnout and adopt a holistic approach to wellbeing that equips employees to manage the challenges of post pandemic work.”  In addition to the wellness and financial support offered EPAs should include the following:  • Changing the organisation culture to promote work/life balance • Expanding mental health benefits • Access to health tech apps  • Online therapy and remote mental health appointments • Live, instructor-led skills training • Collaborative care models • Reduce stigma • Burnout prevention • Cultivate resilience • Lead by example • Advocate self-care • Include in-person gatherings such as team-building and regular face- to-face interactions and time in the office • Guarantee anonymity and confidentiality Mental health illness has significant personal, organisational and societal costs, and unless organisations make mental health issues a strategic priority, these costs are set to increase. Prevention is the best strategy to follow and avoids the downward spiral into potential disability, and promoted a happier, healthier society. References available on request.