Since the onset of the pandemic, doctors, educators, and policy makers have been sounding the alarm about a global mental health crisis. Reported levels of depression remain three times those in the pre-COVID era, according to a U.S. survey conducted by Northeastern University and other partners in 2021.
For years, organizations have tried to support the well-being of employees by offering everything from meditation and yoga to in-office psychiatrists, in an effort to reduce turnover and boost employee engagement and productivity. Today, companies are innovating with a new tactic — relying on the help of their own workforce — to address the mental health issues of employees and reinforce a supportive workforce culture.
Alice Scott, chief operations and inclusion officer at Austin Fraser, says the international staffing agency evaluated various strategies to meet the needs of employees by asking, “How could we do that in a way that is us and that feels genuine in the way that it was intended?"
So, Austin Fraser launched its We Care Champions initiative by sharing video profiles of “employees who want to give an ear to anyone who needs it.” These volunteers came from all across the company and are first-line responders to colleagues who are struggling with depression, anxiety, or any number of other mental health challenges.
“They really care,” Alice says. “And they can tell you about times where they’ve really needed to lean on others, and they want to be here for you.”
To better support employees — including reducing the stigma around mental health issues — some companies are finding peer-to-peer conversations invaluable. Read on to find out how companies are implementing these programs and how one could benefit your business as well.
Peer-to-peer support can be an entry point to a deeper conversation about mental health
Peer-to-peer programs supplement existing employee assistance programs (EAPs) and often serve as a helpful alternative for those who are not yet ready to turn to their HR department or other avenues for help. And proponents say these initiatives positively encourage a change in company culture to support employee mental health. The premise is simple: Help people recognize and talk about mental health in the workplace without the stigma.
For example, in 2021, Unilever trained about 3,000 employees for its Mental Health Champions program. These volunteers step in when their colleagues are struggling with mental health and connect them to services.
Patrick (Paddy) Hull, VP of future of work at Unilever, says part of the premise of the program is that “a problem shared is a problem halved,” and volunteers often confide their own mental health struggles.
“These are ordinary employees,” Paddy says, “who just put their hand up to say, ‘Hey, I’m keen to help people just talk through what they’re going through, what they might need.’”
Employees who volunteer may already be very familiar with the challenges faced by colleagues
When Amanda Graney, an employee of WPP in London, heard that the multinational communications and advertising agency was launching a Mental Health Allies initiative in 2021, she says it was a “very clear decision” to volunteer because of her own personal experiences.
One of her own children had been diagnosed with borderline personality disorder and Amanda describes how disheartening it was trying to navigate the mental health system in the United Kingdom. Around the same time as the diagnosis, her husband died of cancer. She says she felt isolated.
“It can be extremely challenging and very confusing,” Amanda says. “I would’ve loved to have somebody to support me — somebody I could talk to in that space while that was going on.”
After applying to become a Mental Health Ally, Amanda underwent an in-depth interview and then two days of training. Today, she and the other Mental Health Allies at WPP have a profound yet simple message for their colleagues: You’re not alone.
Judy Jackson, WPP’s global head of culture and engagement, read hundreds of applications from employees like Amanda who wanted to be an ally. Many, she says, shared their own experience with mental health, a family member, divorce, or death in the family.
“They want to pay it forward,” Judy says.
Leadership support is critical for employee-to-employee programs and can make for better leaders
Since the Mental Health Allies initiative launched in the United Kingdom in May 2021, WPP has trained 200 allies and 36 senior leaders across 40 agencies. A pilot program launched in the United States in December 2021 with 130 allies, including more than 30 senior leaders, across seven agencies.
Amanda says leadership buy-in is critical to the program’s success, while leaders can also benefit enormously from participating. As a team leader herself, Amanda says her managerial style has evolved due to her experience as a Mental Health Ally.
“I think it’s made me more accessible,” she says. “It’s certainly made my team feel very engaged, very supported. There is a higher level of trust in the team. Everyone feels that, that they can exhibit their full selves.”
Final thoughts: Talking about mental health concerns can help remove the stigma attached to them
Programs like WPP’s Mental Health Allies, Unilever’s Mental Health Champions, and Austin Fraser’s We Care Champions can elevate both the well-being and the culture of an organization. Amanda hopes that the program begins to remove the stigma of mental health challenges.
“We’ve got no issue,” Amanda says, “with calling in sick and saying, ‘I’ve got a cold.’ But why is a physical illness so much more acceptable?”
Amanda says that many times the conversations she’s having with colleagues about mental health happen organically.
“We’re not therapists and we’re not there to offer advice,” Amanda says. “What we are there to do is offer support. Just to say, ‘Look, we’re here. Somebody is listening. Somebody cares.’ And I really feel passionate about that. I do care. I may not be able to solve your problem. In fact, I’m not here to solve your problem, but I am here to show you that you’re not alone.”
Disclaimer: WPP is the parent company of SJR, the agency for which writer Susanna Kim works.
To receive blog posts like this one straight in your inbox, subscribe to the blog newsletter.
Topics: Company culture Employee engagement Talent leadership
Related articles
