A Healthy Mental State Is A Healthy Life!

The majority of human resource professionals are used to devoting time and resources to workplace health and safety training. However, as businesses place a greater emphasis on employee well-being, psychological safety training is finding its way into the agendas of corporate board meetings. What is workplace psychological safety training? Why is it necessary? And how can employers help their workers? These are all questions that need to be answered. More information may be found in the article.

The goal of psychological safety training is to promote emotional well-being at work. Still, it varies from traditional emotional health services such as employee assistance programmes (EAPs) or crisis lines. Even though the latter two options are excellent for addressing the emotional health needs of an individual employee, psychological safety training approaches the issue from a systemic perspective, asking the question: How is our workplace culture preventing people from performing at their highest levels?

What is the significance of the training at this time?

Before the epidemic, the United States was dealing with an employment crisis. Whether via pop culture or personal experience, we’ve all been across organizations where employees were expected to walk on eggshells, no one dared to argue with the boss, and the thought of asking for emotional assistance was considered ridiculous.

While this methodology may have been pleasing to the boss’s ego, it was detrimental to the company’s bottom line: how many millions of dollars have been lost, or how much creativity has been blocked as a result… Was it merely because one employee was terrified of being fired for expressing an idea, calling out a weakness in a plan, or asking a crucial question that the company suffered?

Employees’ optimism, resilience, and vitality have been reduced over time due to the stress caused by a worldwide pandemic (particularly for frontline service workers). According to the American Psychological Association, the employee mental health issue is now referred to as the “new frontier of a workplace safety risk,” according to the American Psychological Association. Furthermore, with personnel scattered across various remote, in-person, and hybrid workplaces, diagnosing and managing mental and psychological health concerns is more complicated than ever.

The organization will suffer if workers are chastised or otherwise deterred from expressing helpful ideas, asking questions, or raising concerns. How can they feel comfortable enough to seek help when they need assistance? Because you may not otherwise be aware of the situation.

In what ways can you tell whether an employee is having difficulties?

While creating a psychologically safe workplace is one of the most effective strategies to promote employee mental health and the general health of the organisation, it is not something that can be completed in a single day. And, in the meanwhile, your staff may be going through a difficult moment in silence.

Behavioural, verbal, and situational warning indicators are the most prevalent warning indications managers should look for in their staff. They are divided into three categories: behavioural, verbal, and situational.

  • Personality changes: Employees may notice a rapid change in their appearance, such as becoming unkempt or suffering significant weight swings. They may be late to work or more prone to miss work than the average person, and they may also exhibit drug misuse indicators.
  • Verbal: As straightforward as it may appear when someone says things like “I feel like I’m drowning” or “They’ll be sorry,” these indicators are frequently dismissed as minor dramatics rather than a cry for assistance by the general public.
  • Situational: Employees experiencing emotional and psychological difficulties may overreact to remarks made by team members or to events that are generally deemed innocuous by their peers.

When the Early Warning Signs Are Distant

We’ve all received a look into our co-workers’ lives after being stuck on a seemingly endless loop of Zoom calls for more than a year. It’s been fascinating. However, that perspective might sometimes reveal the less pleasant aspects of an employee’s personal life. What should managers do if they have legitimate concerns about a situation? There is a heated discussion, with arguments on both sides of the issue.

This topic is addressed in training by stressing two issues that managers should examine when considering whether or not to handle personal and family matters. These are:

  • The first and most important thing to ask is whether or not the employee’s safety is in danger.
  • The next question is: Does their anxiety impact their work performance?

If one of these questions is answered affirmatively, the training proposes that early intervention be implemented to avert a catastrophe proactively.

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