Wellness Wednesday with Dr. Joti Samra - Importance of Psychological and Social Support in theWorkplace

The more psychological and social support workers have, the more involved,

committed and satisfied they are. Learn more about how to create a

psychologically safe and supportive work environment.

Psychological and social support comprises all supportive social interactions available at

work, and refers to the degree of social and emotional integration and trust among

co-workers and supervisors. It refers also to the level of help and assistance provided by

others when one is performing tasks. Equally important are the workers’ perceptions and

awareness of organizational support. When workers perceive organizational support, it

means they believe their organization values their contributions, is committed to ensuring

their psychological well-being and provides meaningful support if this well-being is

compromised.

WHY IS PSYCHOLOGICAL AND SOCIAL SUPPORT IMPORTANT?

The more psychological and social support workers have, the more involved, committed

and satisfied they are. Workers are happier and more productive, want to stay working

with the organization for the long-term and are much more likely to ‘go the extra mile’ by

engaging in organizational citizenship behaviours that help others.

For some organizations, the most important aspect of psychological support may be that

it is especially helpful in protecting against traumatic stressors at work. When adequate

psychological support is present, employees experiencing psychological distress in the

workplace will be more likely to seek, and receive, appropriate help. They will be better

equipped to stay safe and productive at work while they recover, and, if work absence is

required, they will be more likely to have a quicker and more sustainable work return.

WHAT HAPPENS WHEN AN ORGANIZATION LACKS PSYCHOLOGICAL AND

SOCIAL SUPPORT?

Workers without psychological and social support are more likely to withdraw from work

and have higher absenteeism rates. Conflict and staff turnover are more likely. Work stress

may lead to physical symptoms (such as fatigue or headaches) or emotional symptoms

(such as anxiety or burnout). This leads to increased costs, negative effects on productivity,

and a greater risk of accidents, incidents and injuries.

An organization with good psychological and social support would be able to

state that:

● The organization offers services or benefits that address worker psychological and

mental health;

● workers feel part of a community and that the people they are working with are

helpful in fulfilling the job requirements;

● the organization has a process in place to intervene if an employee looks distressed

while at work;

● workers feel supported by the organization when they are dealing with personal or

family issues;

● the organization supports workers who are returning to work after time off due to

a mental health condition; and,

● people in the organization have a good understanding of the importance of

worker mental health.

When adequate psychological support is available, employees experiencing psychological

distress will be more likely to seek, and receive, appropriate help. Overall, they will be

better equipped to stay safe and productive at work while they recover, and, in instances

where a work absence is required, they will be more likely to have a quicker and more

sustainable work return.

HOW TO IMPROVE PSYCHOLOGICAL AND SOCIAL SUPPORT

Psychological and social support in the workplace is a big topic and it can seem daunting

to address it. There are a few simple ways to begin to address these issues and make

changes in your workplace. Remember change happens over time, and taking small steps

in the right direction can make a significant impact over time.

When making changes to an organization, it’s important to first determine where the

problems lie, if any, and find creative solutions to those problems. So, get a sense of your

team’s needs and concerns when it comes to mental health. Here are some ways to do

this:

● Circulate an anonymous survey;

● create a suggestion box; and

● add mental health check-ins to regular staff meetings.

Second, regularly and widely share information on mental health and psychological

resilience, as well as communicate broadly on the internal processes and supports for

those who may be struggling. This could be regular e-newsletters or webinars on topics

surrounding psychological health, wellness and resilience, as well as internal and external

mental health resources.

Third, engage with people leaders around creating psychologically safe work

environments and providing their teams with psychological and social support. This starts

with education and training, and also requires coaching and mentorship.

Finally, create a culture where it’s safe to discuss mental health concerns without fear of

stigma, discrimination, or reprimand. Learn more about developing a positive

organizational culture here. Have senior leaders share their commitment to mental health.

If appropriate, having leaders share their personal or family experiences can be a powerful

way to demonstrate personal value and commitment.

PSYCHOLOGICAL AND SOCIAL SUPPORT AND WORKPLACE POLICIES

A culture of psychological and social support can, in many cases, be built into workplace

policies and procedures.

If possible, provide benefits that support worker mental health. If your organization does

not have a benefits program, consider public domain resources that you can share (e.g.,

mental health screening tools, supported self-management workbooks). Many free,

evidence-based resources exist. Provide information on early intervention supports (e.g.,

crisis line numbers, community agencies/support groups, registered mental health

professional services).

Have formal and informal accommodations for mental health issues. Formal

accommodations are typically documented and ongoing and have medical reasoning,

while informal are typically more time-limited or temporary. Consider creating

return-to-work and stay-at-work policies and programs.

Have processes to address occupation-specific risks to psychological health, as well as

risks to specific subgroups (e.g., members of the LGBTQ+ community; workers who are

ESL/immigrants).

PUT THESE PRINCIPLES INTO ACTION

Consider the areas of strength your workplace has in this area: what are you doing well,

what can you continue doing, and how could you improve? Take the time to regularly

check in with your workers to provide opportunities for input on potential challenges they

are experiencing. Embedding questions into monthly check-ins makes it the norm, and

this can also help leaders know if their direct reports are struggling early on, making

effective support more likely.

Ensure workers know leadership’s investment by having the CEO speak to how workplace

mental health aligns with the company mission and vision (for example, annually during

Mental Health week), and ask that they share a bit about how mental health has

personally impacted them. Ensuring top-down leadership support and commitment for

mental health is important in helping combat stigma in the workplace. Sharing one’s

personal commitment and reasons can help to build emotional engagement within the

workplace.

FINAL THOUGHTS ON PSYCHOLOGICAL AND SOCIAL SUPPORT –

ONGOING IMPROVEMENT

Remember that it’s important to continually improve when it comes to psychological and

social support in the workplace. So, it’s important to allocate necessary tools and supports

(including time and coaching support) so your organization can succeed in

psychologically supporting employees. Strive to eliminate stigma for those facing mental

health challenges. This makes it more likely workers will reach out for help earlier. Early

detection and treatment, in turn, reduces the impacts of mental health issues.

Finally, consider administering the free Guarding Minds at Work employee survey that

provides a risk report of strengths and areas for improvement as they pertain to

psychological health and safety and the National Standard. This can be a great place to

start to obtain an overview of strengths and areas for improvement from workers’

perspective.

Psychological and Social Support is psychosocial factor 2 from the National Standard of

Canada for Psychological Health and Safety (PH&S) in the Workplace

(CAN/CSA-Z1003-13/BNQ 9700-803/2013 – Psychological Health and Safety in the

Workplace).

https://www.myworkplacehealth.com/