Surgeon General Releases Framework for Workplace Mental Health & Wellbeing
The U.S. Surgeon General released a new priority framework for addressing workplace mental health and well-being. In a report outlining the framework, Surgeon General of the United States and Vice Admiral of U.S. Public Health Services Vivek H. Murthy, M.D., M.B.A. emphasized the increasing need for workers to better manage daily stress and receive support from their workplace.
Surgeon General Murthy notes the impact of the COVID-19 pandemic in changing the nature of work and the relationship many workers have with their jobs.
“The pandemic also sparked a reckoning among many workers who no longer feel that sacrificing their health, family, and communities for work is an acceptable trade-off. Organizations are also increasingly aware of another trade-off: when the mental health of workers suffers, so does workplace productivity, creativity, and retention,” the report explains.
Today, surveys compiled by the Surgeon General’s office indicate 76 percent of U.S. workers report at least one symptom of a mental health condition, 84 percent say their workplace conditions had contributed to at least one mental health challenge, and 81 percent report looking for workplaces that support mental health in the future.
The framework report is meant to serve as a foundation that workplaces can build on to enhance mental health and well-being for their employees.
The framework outlines five essential support areas, all centers on the worker’s voice and equity. The five essential areas are (1) protection from harm, (2) connection and community, (3) work-life harmony, (4) mattering at work, (5) opportunity and growth.
Each of these areas are grounded in human needs. For example, area one–protection from harm–is linked to the human need for safety and security, while area four–mattering at work–is linked to the human need for dignity and meaning.
In the report, Surgeon General Murthy outlines key components for each area and provides additional resources to guide employers.
For example, in area two–connection and community–key components include creating culture of inclusion and belonging, cultivating trusted relationships, and fostering collaboration and teamwork. On the connection and community resource page, employers can find a directory for free and law-cost counseling and training through the U.S. Small Business Administration, a toolkit on disability inclusion, an accommodations directory, a toolkit on improving social relationships in the workplace, and a directory for the Center for Peer Support.
The key components of area five–opportunity and growth–include offering quality training, education, and mentoring; fostering clear, equitable pathways for career advancement; and ensuring relevant and reciprocal feedback. Resources on the opportunity and growth resource page include a toolkit on achieving workplace change, a research paper on bridging advancement gaps, and tips on professional development opportunities employers can offer.
Finally, the report includes practice examples to highlight how different organization have incorporated the framework into their workplace.
The report includes an example from the U.S. Army Corp of Engineers Sacramento District. There, leadership prioritizes a robust and positive workplace safety culture.
“There is a clear commitment from leadership across all levels to prioritize physical and psychological safety at work. The agency meets staff to support their well-being wherever they are, from office settings to government vehicles to construction sites. They utilize engagement surveys and awards so workers feel empowered to prevent and stop unsafe acts, while fostering a sense of ownership over their safety program and culture. Leadership provides early and ongoing communication and improvement opportunities, from new staff orientations to openly and publicly discussing workplace mental health and well-being,” the report explains. “These communications also include safety expectation setting through district-wide letters to all staff, a quarterly council to highlight successes on workplace safety, and a district-wide employee council for troubleshooting challenges.”
Employees at the Sacramento District report feeling “more open to sharing [their] own challenges” with peers and “more supported to address them by [their] supervisors.” The office culture has had a direct impact on customer experiences, with employees reporting increased participation in community events and organizations.
