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Employees and employers across the state are encouraged to review these resources and build on mental health strategies that will have a positive impact on employee wellbeing, the employer’s bottom line and our communities.
Sign up for Workplace Mental Health Email Updates Deputy Director of Labor Speaker Request
The U.S. Surgeon General framework identifies workplace mental health and well-being as a critical priority for public health and highlights impacts of workplace stressors on the health of workers and their families, business profits and productivity, and our overall economy. Centered on workers’ voice, equity and human needs, the framework calls on organizations to incorporate mental health strategies and practices to better enable all workers to thrive and help foster more resilient, productive and successful organizations and communities.
Based on this Framework, LEO is working with Michigan employers, workers and professionals to implement strategies laid out in the surgeon general’s report and identify opportunities for better workplace environments. Our Workplace Mental Health Report outlines key strategies for employers to build supportive organizations by integrating mental health strategies that establish healthier workplaces, enhance employee wellbeing and promote resilient companies.
Work itself is identified as a primary source of stress for individuals. 65% of U.S. employees surveyed identified their job as the No. 1 stress in their lives.
Employees who are feeling emotionally drained from work are at a higher risk of workplace stress, leading to burnout and other mental health concerns.
Research suggests that stress alone costs American companies over $300 billion in health care costs, absenteeism and poor performance. Further, roughly 40% of turnover is due to job stress.
reported at least one symptom of a mental health condition.
said their workplace conditions had contributed to at least one mental health challenge.
reported that they will be looking for workplaces that support mental health in the future.
Employees who strongly agree that their employer cares about their overall wellbeing, including mental health, are:
69% less likely to search for a new job
71% less likely to report experiencing a lot of burnout
36% more likely to be thriving in their lives.
5x more likely to advocate for their employer as a place to work
3x more likely to be engaged at work
Part 1: Incivility and Microaggressions: Both incivility and microaggressions are recognized as forms of mistreatment that are less severe than bullying or physical violence. They are also more common, and when people experience them on a regular basis, they have a cumulative harmful impact. With Michelle Kaminski, Ph.D., we’ll talk about things that individuals can do to respond to them, and things that leaders can do to prevent them from happening in the future.
Part 2: Bystander intervention: What can you do if you are a witness (i.e., it’s happening to someone else, not to you) to workplace mistreatment? What should you do? With Michelle Kaminski, Ph.D., we’ll talk through some of the issues and concerns people have when they witness something and aren’t sure whether or not to respond. And we’ll also talk about how to respond, if you choose to do so.
Directly Involving Employees and their work-related experiences
External factors that indirectly impact an employee and their work-related experiences
Personalized tools, strategies or interventions
