Short Steps

CASE STUDY: BT

In 2004, BT began to work with the trades unions to develop policies and procedures which create a culture which reduces the stigma of mental ill health.

As a result, there is now a consistent approach to helping staff with mental ill health, including practical support to address issues at work and helping staff back to work after a sickness absence. BT also installed a online stress management toolkit, which can alert specially-trained managers of an employee who is at risk of mental ill health.

The effects of BT’s positive and progressive new approach to addressing mental ill health can be clearly measured:-

·         Mental health sickness absence is down by 30%;

·         Medical retirement rate for mental illness is down by 80%;

·         75% of long-term absentees return to their original job;

·         Stress claims have been dramatically reduced;

·         BT no longer rejects job applications on the grounds of mental illness.

CASE STUDY: BRADFORD & BINGLEY

In 2005 Bradford & Bingley created a culture and values programme, which included developing a stress management programme for all staff, a counselling service and an occupational therapist advice service. 

·         Stress absence is down 80%, which is estimated to have saved £250,000;

·         In just one year staff turnover dropped from 30.1% to 23.3%;

·         Staff satisfaction has increased, as evidenced by the annual survey: in 2005 only 42% recommended Bradford & Bingley as an employer, but by 2006 this figure had soared to 72%;

·         As an indirect benefit, productivity increased by 1% without any cost to the company.

CASE STUDY: EDF ENERGY

EDF Energy’s Employee Support Programme is a partnership between occupational health professionals and psychologists. They provide advice to EDF on how to handle a full range of psychological conditions, both work- and non-work-related.

Employees are encouraged to use the service when they start to feel any stress-related symptoms, to help counteract potential long-term sickness absence. If an employee does need time off there is a positive and progressive system in place to help them work towards returning to their job: there are regular meetings with the patient, their managers and the treatment team. These meetings are used to discuss any factors which could have contributed to their mental health problem and to look at ways of resolving any barriers to returning to work.  The programme has been so successful that it has been extended to the whole of the EDF Group.

·         In 2003 56% of people who used the service were classed as having work-related psychological difficulties. By 2006 this figure had dropped to just 35%;

·         A reduction of over 50% in people off work at the time of referral;

·         A drop in working days lost due to psychological ill health between 2003 and 2006, resulting in a cost saving of approximately £1.3 million.

All these case studies show that a company’s investment in the mental health of their staff will pay dividends in terms of lower sickness rates, increased productivity and higher staff morale. This is true whatever the size of your company.

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