Creating mentally healthy workplaces

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Words provided by LawCare.

There is a strong proven business case for law firms to promote good physical and mental health for all staff – it leads to greater productivity, better morale, better retention of valued and experienced staff, and reduced sickness absence. Happier lawyers are better lawyers.

Here’s our tips for creating a mentally healthy workplace:


PROMOTE WELLBEING

 Wellbeing is a leadership duty. Getting senior leaders onboard shows staff that wellbeing matters.

 Training senior managers in leadership and mental health - making staff wellbeing part of their job role - is the best way to begin to change the culture of an organisation.

 Introduce mental health days or personal days as well as sick days – people will feel they can take a day off if they are struggling and this means they will be less likely to go off sick later.

 Encourage colleagues to treat each other with respect, say hello, say thank you, not raise their voice or threaten each other. Make sure there are clear and effective systems in place for reporting bullying.

RAISE AWARENESS

 Encourage sharing of stories from people within the firm or invite a speaker to talk, lived experiences can help break down stigma and stereotypes.

 Use existing internal communications channels to talk about wellbeing.

 Encourage mental health champions – people at all levels talking openly about mental health.

 Sign the Time to Change pledge – this sends a clear message that it’s okay to talk about mental health.

WORK/LIFE BALANCE

 Having the time to pursue the things we enjoy and spend time with friends and family is vital to wellbeing. Encourage everyone to work sensible hours – staff will take cues from how leaders behave .Take full lunch breaks; rest and recuperate after busy periods; avoid working at weekends; take annual leave entitlement. Make sure teams are well resourced in order to make this happen.

 Flexible working, in terms of working time, location or pattern of working, can support healthier and more productive ways of working for all staff and benefit everyone –increased morale, commitment, productivity and reduced sickness absence.

 Flexible working can be a vital early intervention to prevent mental health problems from getting worse and can support a phased return to work after a period of sickness absence.

LEARNING AND DEVELOPMENT

 Everyone need to feel valued, and supported and that their work is meaningful – a positive culture that values all staff and invests in their skills and development builds the trust and integrity essential to maintain commitment and productivity levels.

 Managers should make themselves available for regular work-related conversations with employees.

 Embed mental health in inductions and training, staff will understand how mental health is managed and what support is available.

 Provide mental health training for all staff so they are aware about what to look out for in colleagues and how to support them and signpost them for help.

MENTORING, PEER SUPPORT

 Peer support can allow colleagues to support one another outside the line-

management structure and offers a great way to maximise the range of skills and experience held within your firms.

 Mentoring and buddy schemes can help new staff to understand your firms faster and can support all staff to gain confidence and develop new skills.

 Ensure that colleagues feel able to admit any mistakes they have made.

LawCare provides a free confidential helpline for all branches of the legal profession – call 0800 279 6888, 365 days a year. Additional information, resources and factsheets are available at www.lawcare.org.uk