Canadian Association of Occupational Therapists

Volume 6 (5), September/October • 2004

Mental health in the workplace: Why businesses are paying attention

Lynn Cockburn, Bonnie Kirsh, Terry Krupa and Rebecca Gewurtz

Productivity
Mental health problems in our workplaces are known to have several consequences. First, they lead to increased workplace absenteeism, employee turnover and reduced productivity. A recent investigation using administrative data collected over three years from three major Canadian financial/insurance sector organizations revealed that a total of at least 144,731 workdays were lost during disability episodes for mental health reasons. This level of absenteeism translates into approximately $20.5 million in lost productivity (Dewa, Goering, Lin, & Paterson, 2002). Another study estimates that between 29 and 46 percent of a person’s annual salary is spent replacing him or her (Bernthal & Wellins, 2001).

Even when individuals are able to remain in the workplace, mental health problems affect their attitudes and behaviours towards their work tasks and their relationships at work (World Health Organization, 2000). Decreased motivation and commitment, increased staff turnover, tension and conflicts between colleagues and poor relationships with clients are potential consequences. A new term has entered the discussion: Presenteeism is now used to refer to workers who show up to work despite illnesses that negatively affect their productivity. Estimates suggest that up to 60 percent of illness-related costs arise from reduced on-the-job productivity, including headaches and mental illnesses (Goetzel et al., 2004). Benefits Canada recently reported that attention to the mental health of workers and workplaces makes good business sense as it leads to improved productivity, reduced absenteeism, more motivated and dedicated workers and improved cohesiveness among workers (Walker, 2004).

Human rights
Employers and managers need to pay attention to the mental health of workers and workplaces, not only from a productivity/economic perspective, but also from legal, human rights and humanitarian ones. Legally, when an  employee discloses a psychiatric disability, employers have an obligation to recognize mental health problems among workers and institute reasonable accommodations to modify the work or the workplace. The Canadian Human Rights Code, supported by provincial human rights codes, provides the framework for accommodating mental illnesses in the workplace. The Supreme Court of Canada has supported the duty to accommodate disability in the workplace and the application of workplace accommodations for those with psychiatric disabilities (Mental Health Works, 2004; Ontario Human Rights Commission, 2003).

Society’s responsibility
In addition, there is a social rationale for efforts directed at improving mental health at work. As a society, and as employers, we should be creating inclusive workplaces that support all workers. To ensure optimal participation, we need to tap into the full potential of all citizens in our workplaces. However, we know that despite legal and health system efforts, many people with mental health concerns are either not meeting their potential or could be working but are not – due to stigma, discrimination, lack of accommodations and other systemic disadvantage. This exclusion has economic and social impacts on the individuals, their communities and society at large.

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