Weak manager training must get stronger for workers’ mental health

Nearly half (46 per cent) of all work-related ill-health cases a year stem from stress, depression or anxiety – these account for 16.4 million lost working days.

Employer investment in worker training was recently reported to have dropped by almost a fifth over the past decade¹. This has implications for workplace wellbeing. Training budgets are often seen as expendable during economic pressures, but the reduction has coincided with a dramatic rise in workplace stress and burnout. This connection is not coincidental.

Without adequate training, managers are ill-equipped to identify and address early warning signs of mental health issues, which perpetuates a cycle of unaddressed stress, absenteeism and declining productivity. 

This lack of investment in training undermines the development of supportive workplace cultures. As mental health becomes an increasingly urgent workplace issue, managerial training could be pivotal in fostering environments that prioritise open communication and proactive interventions.

Workplaces will need to act if the UK government’s ambitious aim to get 80 per cent of working-aged people working is to be met. The government recently published a white paper, called Get Britain Working, to set out its thoughts and intentions². 

Support deficit

Last year, the Chartered Institute of Personnel and Development (CIPD) found that line managers have a critical role to play in promoting workplace wellbeing and mitigating mental health issues. It found that just less than a third (32 per cent) of UK organisations provide training for managers to support employees experiencing mental health challenges. This lack of preparation can have significant consequences, as poor mental health is a leading cause of long-term absenteeism.

Managers equipped with the skills to identify and address mental health issues can create a supportive environment that reduces the prevalence of stress-related conditions and improves overall job satisfaction³. 

This CIPD finding has been backed up by a recent study led by the University of Nottingham⁴, which highlights the significant benefits of mental health training for line managers. The study demonstrates the potential for this kind of training to enhance both employee well-being and business performance.

The researchers, who consulted thousands of UK companies, found strong correlations between line manager training and positive organisational outcomes. These included better staff retention, improved recruitment, enhanced customer service and reduced long-term absences due to mental health issues. These findings emphasise how equipping managers with the skills to support workers’ mental health can lead to substantial savings in lost productivity and sick days, which collectively cost UK employers £51 billion a year⁵. 

Fear of sharing

Workers often face significant challenges in sharing their mental health concerns with managers, stemming from stigma, a fear of being judged, and potential career repercussions. Research indicates that many employees feel uncomfortable discussing mental health with their supervisors, concerned about being labelled as weak or unreliable.

Discrimination and stigma persist in many workplaces, making employees hesitant to speak openly about their struggles. Additionally, a lack of trust or poor manager-employee relationships exacerbates these barriers, leaving workers feeling unsupported. 

This reluctance to open up not only prevents individuals from seeking the help they need but also perpetuates cycles of stress and burnout that harm both employees and organisational performance. When employers do run a mental health wellbeing programme, only a third of their employees are unaware of the programme⁶. 

Managers play a critical role in mitigating the possible effects of mental ill-health and fostering healthier work environments. By undergoing mental health training, managers can develop the skills and confidence to identify early signs of distress, provide appropriate support and encourage open communication.

Establishing a culture of trust and empathy, supported by clear policies and resources, enables employees to feel valued and secure. This not only improves individual wellbeing but also enhances team morale, retention rates and overall organisational performance. It demonstrates the strategic value of prioritising mental health in leadership practices.

It’s interesting to note how Deloitte found that every pound invested in mental health programmes resulted in nearly £5 of savings⁷.

References

1. New Economics Foundation, Employers Spending on Training, March 2024 
2. DWP, Get Britain Working, November 2024 
3. CIPD, Poor Management, May 2023
4. University of Nottingham, Mental Health training for line managers, July 2024 
5. Deloitte, Mental Health, May 2024 
6. People Management, Mental health: Only a third of UK employees are aware of workplace support 2024
7. Deloitte, Mental Health and Employers, 2024