MENTAL

HEALTH
AT WORK
HANDBOOK
Key recommendations and
actions for managers

IADC Global Health Subcommittee

Copyright © 2024. International Association of Drilling Contractors. www.IADC.org
Contents
Introduction ........................................................................................................................................... 2
A support system for mental health and wellness ................................................................................. 2
1. Relevance and commitment ..................................................................................................... 2
2. Create a culture for mental health and wellbeing that benefits everyone ............................... 3
3. Timely identification and group management: ......................................................................... 3
4. Formal structure for response: ................................................................................................. 3
5. Psychological First Aid ............................................................................................................... 3
The critical elements of an effective mental health program at work ................................................... 4
Widen your focus ........................................................................................................................... 4
Tackle stigma .................................................................................................................................. 4
Implementation Matrix .......................................................................................................................... 5
References .............................................................................................................................................. 6
Introduction
Work and mental health are intrinsically related. Having a job is essential for protecting our mental
health. By providing a sense of purpose, achievement, confidence, and social inclusion, work gives us
a platform to follow structured routines and maintain a healthy lifestyle. However, chronic stress,
anxiety, and depression can negatively impact our health and lead to mental health challenges. These
conditions can affect our quality of life by causing trouble regulating emotions, sleeping patterns, and
socializing with others.

Being happy and stress-free can help increase our immune system and boost our overall well-being.
Good mental health also enhances our cognitive abilities, such as concentration, focus, creativity, and
problem-solving skills. Moreover, it helps us develop a positive outlook on life, builds self-esteem, and
motivates us to achieve our goals and aspirations.

As we realize that mental health plays a crucial role in our overall well-being, productivity, and social
interactions, organizations must address this complex and layered issue.

This manual aims to provide managers and decision-makers with a comprehensive guide to creating
effective preventive and intervention programs to identify and treat psychological issues in the
workplace and support their employees' mental health. It is time to act and prioritize the mental
health of our workforce, as it is crucial to the success of our organizations.

A support system for mental health and wellness

Mental Health is extraordinarily complex. Most of us can identify early signs of warning that could lead
to mental health disorders, thus prevent them from developing. Therefore, directors, managers, and
team leaders should support a system to enhance employee well-being and care for mental health.

Here are some elements we believe provide workers with a support system for mental health and
wellness at the workplace:

1. Explain the relevance of mental health at work and your commitment to implementing
effective ways to deal with it.
2. Aim to create a culture for improving mental health at work that includes and benefits
everyone.
3. Train leaders and group managers to identify struggles and early signs of problems at the
workplace.
4. Set up a response structure with mental health prevention programs and professional
treatment resources.
5. Be ready to provide psychological first aid to individuals who have experienced a crisis or
disaster, if needed.

1. Relevance and commitment

Employee mental health and well-being should be treated as strategic priorities. The design, scope,
and evaluation of mental health programs should be a strategic decision at the organization's top.

All employees and related personnel should be aware of its importance, and it should offer them a
safe and effective space where problems can be solved.
 2. Create a culture for mental health and wellbeing that benefits everyone
Involve employees in decision-making processes and create channels for them to provide feedback on
mental health initiatives. Establish employee engagement committees or focus groups to ensure their
voices are heard and their perspectives are considered when shaping mental health policies and
programs.

Foster a diverse and inclusive workplace culture where all employees feel respected, valued, and
included. Encourage diversity in hiring practices, provide equal opportunities for growth and
development, and promote a culture of mutual respect and appreciation for diverse backgrounds and
perspectives.

Promote work-life integration by providing resources and support for employees to maintain a healthy
work-life balance. This may include flexible work arrangements, modified duties, or additional
support. Implement policies that allow employees to manage personal responsibilities and prioritize
self-care while traveling and on rotation.

3. Timely identification and group management:

Team leaders should be able to identify the early signs of mental health concerns, from wear down
and social struggles to other common symptoms and signs.

Training is essential in raising awareness about mental health and its importance among employees
and management. Training should educate employees about stress management, resilience building,
recognizing signs of mental health issues, and provide information on available resources for mental
health support.

4. Formal structure for response:

Access to professional help and treatment, such as helping someone find resources or services, should
be offered. Due to the complexity of mental health, managers should encourage and support the use
of these professional services.

5. Psychological First Aid

Psychological First Aid (PFA) is an intervention designed to provide immediate assistance to individuals
who have experienced a traumatic or distressing event. It aims to promote safety, comfort, and
emotional stability in the aftermath of a crisis or disaster. Early intervention is crucial for the
prevention of psychological trauma that could lead to chronic symptoms.

PFA is not a substitute for professional mental health treatment but rather a practical and supportive
approach that anyone can use to help individuals cope with the immediate psychological impact of a
crisis.

Creating a safe and calming environment is crucial for those affected by a traumatic event. Ensuring
basic physical needs are met and providing a supportive presence can help individuals feel more
secure.

PFA involves active listening, empathy, and non-judgmental support. Encouraging survivors to talk
about their experiences can be therapeutic and help them process their emotions.

It is important to note that while PFA is valuable in the immediate aftermath of a crisis, individuals
who continue to experience distress or show signs of severe mental health issues should be referred
to professional mental health services for further evaluation and support.
The critical elements of an effective mental health program at work
There are four key elements to look for when designing and implementing mental health programs at
organizations:

Widen your focus

When we think about mental health at work, the first thing that comes to mind for many is
occupational exhaustion also known as “burnout”. Burnout was first described in the 1970s as work-
related stress, fatigue, and exhaustion, usually observed in high-demanding professions1. A series of
programs were implemented to help burned-out workers to lower their stress levels and avoid more
severe issues. Nevertheless, as burnout science progressed, researchers discovered that it was related
to six causes: excessive workload, perceived lack of control, insufficient rewards for effort, lack of a
supportive community, lack of fairness, and mismatched values and skills2. With these results, the
focus moved from the individual to the organization.3

The IGLOO model, developed by Nielsen and colleagues5, identifies five intervention levels: the
individual, the team of coworkers, the leaders or managers, the organizational setup and policies of a
company, and the culture where the company operates. All of these levels are equally important for
developing effective mental health initiatives, and their interaction with the actions of the support
system is illustrated in Table 1.

Tackle stigma
Mental health stigma refers to the negative attitudes and beliefs surrounding mental illness, and it
prevents individuals from seeking help and support, leading to detrimental effects on their overall
well-being.

People with mental health issues are often ostracized, discriminated against, or stigmatized by others
who do not understand what they are going through. This stigma can manifest in many ways - from
hurtful comments to social isolation and job loss. It leaves people feeling ashamed, embarrassed, and
afraid to seek help when they need it most.

Individuals who experience stigma may feel isolated and ashamed, leading to self-doubt and low self-
esteem. This can exacerbate symptoms of their condition and hinder recovery. In addition,
stigmatizing attitudes can lead to discrimination in the workplace and other social settings.

The impact of mental health stigma not only affects individuals on a personal level, it also affects their
families, communities, and coworkers. Stigma often prevents those struggling with mental illness from
seeking the help they need.

Tackling mental health stigma is not an easy task, but it is essential to create a more inclusive and
supportive environment for people who are struggling with their mental health. Here are some ways
that we can tackle mental health stigma:
 1 Start the conversation
• Talk about mental health openly and honestly to reduce the negative stereotypes surrounding it. Encourage your friends, family, and
colleagues to share their experiences and feelings about their own mental health.

2 Educate yourself
• Learn as much as you can about mental illnesses, symptoms, treatments, and coping mechanisms so that you're better equipped to support
those who may be suffering.

3 Use positive language

• Avoid using derogatory terms or labels when referring to someone with a mental illness. Instead, focus on using empowering words that
emphasize resilience and strength.

4 Support advocacy groups

• Get involved in organizations dedicated to raising awareness about mental illness or advocating for policies that promote access to quality
care for all individuals seeking treatment.

Employers can play a vital role in reducing stigma; through open communication channels, they can
promote healthy conversations around this topic and foster an environment where everyone feels
comfortable seeking help when needed.

As individuals, we need to break the silence surrounding mental illness by speaking out against
discrimination and negative attitudes toward those who struggle with such conditions. We should
encourage people to seek help without feeling shame or embarrassment.

Implementation Matrix
Several programs and initiatives have proven effective in promoting mental health in the workplace.
The foundation is often established by providing access to mental health resources such as mental
health training and education, Employee Assistance Programs (EAPs), or wellness programs.

By implementing these resources, an inclusive and sustainable work environment that prioritizes
mental health, supports employee well-being, and promotes long-term organizational success can be
cultivated.

For a better understanding of how the actions described before could be implemented, Table 1
includes recommendations for each level of intervention:
Table 1. Mental health-specific activities per level of intervention.

Relevance and Identification and Psychological First Aid

Level Treatment Options
Commitment Management (PFA)
Individual Raise awareness Increase Promote reporting of Raise awareness of PFA
on the confidence in mental health concerns
importance of reporting mental
mental health health issues
Management Change attitudes Include mental Develop a process for Raise awareness of PFA
about mental health including professional
health, tackle management in mental health as a
stigma training objectives benefit
Organization Increase support Promote mental Provide access to Raise awareness of PFA
for mental health talks professional resources
health
Where required by local Review country Communicate Review social security Search for certified
regulations legislation, mental health local benefits trainers
record cultural data
adaptations
Note that the effectiveness of programs will vary depending on the specific workplace and its unique
needs. Management commitment, evaluation, feedback, and adaptation are crucial to ensure the
success of any mental health initiative.

References
1. Freudenberger, H. J. (1974). Staff burn-out. Journal of Social Issues, 30, 159-165.
2. Leiter, M. P., Maslach, C. (1999). Six areas of work life: a model of the organizational context
of burnout. Journal of Health and Human Services Administration, 21(4), 472–489.
3. Moss, J. (2021). Beyond Burnout. The Big Idea series: The burnout crisis. Harvard Business
Review.
4. Day, A., & Nielsen, K. (2017). What does our organization do to help our well-being? Creating
healthy workplaces and workers. In N. Chmiel, F. Fraccoli, & M. Sverke (Eds.), An introduction
to work and organizational psychology: An international perspective (pp. 295). Sussex: Wiley
Blackwell.
5. Karina Nielsen, Joanna Yarker, Fehmidah Munir & Ute Bültmann (2018). IGLOO: An integrated
framework for sustainable return to work in workers with common mental disorders, Work &
Stress, 32:4, 400-417.