The recent downturn in the economy has caused increased anxiety and stress and could be blamed for causing depression or triggering a relapse of less prevalent illnesses or disorders among the holders of jobs that have come under pressure. However, at the same time it has focused attention on an issue that has long been largely avoided and commonly stigmatised: mental illness. Indeed, this can be considered one of the positive outcomes of the global financial crisis.

What has recently caught the attention of executives is the scope and potential impact of this issue on an organisation’s productivity and ultimately, the bottom line. This is especially important as research has revealed that mental illness has been linked to more lost working days than any other chronic condition and with nearly three employees in 10 having a mental health problem in any one year; it is certainly an issue that employers definitely cannot afford to ignore. Unfortunately, statistics with regard to mental health illness at work are unavailable in Malta, but in the UK it has been estimated that 14 million working days per year are lost as a result of people not being able to cope with the day ahead.

Clare Shann, Deputy CEO of Beyond Blue, an Australian organisation that provides information about depression to consumers, carers and health professionals, said: “Untreated depression, the most common form of mental illness, accounts for absenteeism but, it accounts for presenteeism so there’s a strong economic as well as personal argument for speeding recovery and lessening the impact on the lives of individuals with depression and their families.”

In addition, Barbara Hocking, CEO of SANE Australia said: “Not everyone with a mental illness is able to work. But most are terrific, loyal workers. The vast majority are intelligent, well-educated people who feel they can’t disclose their illness in the workplace for fear of exclusion.

“Where mental illness sits on the broader scale of disabilities varies enormously. It depends on the illness, its severity and the person. As with diabetes or a back problem, some people may be able to work productively full-time, others may need part-time work. Plans need to be put in place and the chances of relapse evaluated. Some employers find it difficult.”

As the economy recovers, widespread labour shortages will increasingly gain attention due to the aging of the population. In this regard, Hocking warns: “If you exclude everyone with a mental illness you will have a very small pool of people to draw on.”

In order to avoid such a situation, therefore, it is strongly recommended that employers provide appropriate support as well as work at creating and fostering a positive working environment that can have a significant impact on reducing stress-related sickness absence and improving the long-term outcome for employees experiencing mental illness. It is also about creating a culture where mental health issues are discussed in the same way as physical health issues. Where possible, reasonable adjustments should be made to ensure that this part of the workforce is able to enter employment and make a positive contribution to the organisation. Taking prudent preventative steps can increase productivity and pay in other ways. Indeed, developing broad organisational mental health strategies makes good business sense, because not only can it reduce employee absenteeism and turnover but it also creates greater staff loyalty, increases training investment returns, minimises stress levels and improves morale.

Moreover, having effective strategies in place can also help avoid litigation and fines for OHS breaches, save the time and cost of potential discrimination claims and avoid industrial disputes. Finally, it can be argued that employers could be doing more in terms of recruitment and demonstrating flexibility when it comes to dealing with people with mental illnesses. For instance, organisations can tailor jobs with flexible hours to suit people suffering from a mental illness who, say, may work better at one time of the day than another. By implementing simple modifications in the place of work such as flexible scheduling, changing supervision and instruction methods, modifying duties and making use of simple technological aids like tape recorders or modified lighting, organisations will be helping to retain workers who are suffering from some type of mental illness or other related disorder.

To conclude, therefore, it can be argued that mental illness needs to be given a priority by being perceived and accommodated in the workplace like any other disability or illness. This is especially important in view of a labour market shortage in the expected economic upswing to avoid losing crucial talent, knowledge and skills in the workplace.