While numerous factors outside of work impact individual mental health, employers can make a difference with a few key steps. Photo via Getty Images

In 2023, it is imperative leaders keep the wellbeing of their workforce at the forefront of their minds.

According to an October 2022 publication from the McKinsey Health Institute, 59 percent of the global workforce report having at least one mental health challenge either now or in the past. These challenges not only threaten employee wellbeing but can also impact performance by a reduction in productivity.

Numerous factors outside of work impact individual mental health. Nonetheless, employers can make a difference with a few key steps, such as properly training management to mitigate toxic behaviors, prioritizing inclusivity and providing mental health resources.

Management training

To start, leaders need to prepare their managers to set the tone for employees. Frontline managers can have a large influence on employee wellbeing through their daily interactions with their teams. Even if organizations offer a host of mental health benefits, employees might not take advantage if their managers do not buy in. There is no substitute for the genuine care and concern that a supportive manager offers their employees, and they can tell the difference when they are authentically cared for or not.

Although the vast majority of managers have good intentions toward their employees, managers also may hold themselves and their teams to high standards without realizing the impact on mental health. Managers should receive training in how to respect work-life balance, help employees prioritize their duties, and create and maintain a supportive, positive work environment. These things may not have been on the radar for management in the past, but it is now the norm to lead with the wellness of the whole person in mind.

Beyond helping employees balance their lives, managers also need support in balancing their own, particularly to avoid burnout. Employees and managers may both face pressure to perform, and leaders need to make sure mental health initiatives for junior employees do not simply transfer excessive workloads to their supervisors. To accomplish that, train managers in time- and stress-management techniques and keep the lines of communication open with the executive team. Staying in tune with the pulse of wellness at work requires open communication and the commitment to support work-life balance by all members of the organization.

Prioritize inclusivity

Since 2020, inclusivity has become a bigger and bigger part of the conversation about workplace culture. The impact of a discriminatory workplace on mental health can be profound. When employees experience or indirectly experience discrimination in the workplace, their overall wellbeing suffers, with engagement and satisfaction decreasing as well, according to a 2021 survey from Gallup. The good news is most workplaces already have policies in place to prevent and report discriminatory practices.

However, a truly inclusive workplace will go beyond anti-discrimination policies to create an affirmative environment where employees can fully embrace their identities. Steps to promote inclusivity include celebrating holidays of various cultures, creating opportunities for employees to discuss their heritage and traditions, organizing relationship-focused exercises and offering educational opportunities in the workplace. To promote unity in the workplace, leaders should take care to discourage the formation of cliques and ensure all employees feel welcomed and not judged or mistreated by coworkers. Valuing diversity and honoring the individual drives the culture of tolerance and acceptance, which promotes a harmonious and productive work environment and team.

Provide mental health resources

To promote mental health and wellness, employees need access to the right resources and the knowledge to navigate those resources. In many cases, employees with the biggest mental health challenges may also face the most obstacles in receiving care. For employers offering health care benefits, employees may need training on how to find mental health practitioners in their area. What is more, employees accustomed to inconvenient appointment times or long wait lists for therapists may benefit from learning about online therapy platforms, which can offer care sooner and outside of typical work hours.

Many employers also choose to offer an employee assistance plan, or EAP, which can offer further mental health programs, free of charge. Despite their relevance to employees in need, EAPs are often overlooked and underutilized, making it even more necessary for managers or HR to proactively reach out to employees and educate them about their EAP benefits.

For organizations without the budget to provide health care benefits or EAPs, their leadership should investigate free or low-cost mental health resources in their region. In many cases, local government will provide free access or subsidies for mental health care. Nonprofit organizations may also offer free programs for those meeting eligibility requirements.

Employers should keep in mind employees may feel afraid to use mental health benefits for fear of stigma. While managers should be careful not to intrude on employees’ personal lives, managers can still gently offer caring support to employees who show signs of struggling with mental health, including chronic tardiness, absenteeism, low mood and a sudden change in personality or work performance. The ability to know if a behavior is out of the norm for an employee, the manager needs to have built a relationship with them and to care enough to notice the change.

As employees continue to face mental health challenges in their personal lives, employers can be part of the solution by educating managers, emphasizing inclusivity and offering mental health resources and support. Being a caring human being goes a long way, even at work.

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Karen Leal is a performance specialist with Houston-based Insperity, a provider of human resources offering a suite of scalable HR solutions available in the marketplace.

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Mark Cuban calls AI ‘the greater democratizer’ for young entrepreneurs

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Texas billionaire Mark Cuban—whose investment portfolio includes Houston-based Holliball, a startup that makes and sells large inflatable holiday ornaments—believes AI is leveling the playing field for budding low-income entrepreneurs.

At the recent Clover x Shark Tank Summit in Las Vegas, the Shark Tank alum called AI “the greater democratizer.”

Cuban told Axios that free and low-cost AI tools enable disadvantaged teenagers to compete with seasoned professionals.

“Right now, if you’re a 14- to 18-year-old and you’re in not-so-good circumstances, you have access to the best professors and the best consultants,” Cuban said. “It allows people who otherwise would not have access to any resources to have access to the best resources in real time. You can compete with anybody.”

While Cuban believes AI is “the great democratizer” for low-income young people, low-income workers still face hurdles in navigating the AI landscape, according to Public Works Partners, an urban planning and consulting firm. The firm says access to AI among low-income workers may be limited due to cost, insufficient digital literacy and infrastructure gaps.

“Without adequate resources and training, these workers may struggle to adapt to AI-driven workplaces or access the educational opportunities necessary to acquire new skills,” Public Works Partners said.

Texas 2036, a public policy organization focused on the state’s future, reported in January AI jobs in Texas are projected to grow 27 percent over the next decade. The number 2036 refers to the year when Texas will celebrate its bicentennial.

As for the current state of AI, Cuban said he doesn’t think the economy is witnessing an AI bubble comparable to the dot-com bubble, which lasted from 1998 to 2000.

“The difference is, the improvement in technology basically slowed to a trickle,” Cuban said of the dot-com era. “We’re nowhere near the improvement in technology slowing to a trickle in AI.”

CPRIT hires MD Anderson official as chief cancer prevention officer

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The Austin-based Cancer Prevention and Research Institute of Texas, which provides funding for cancer research across the state, has hired Ruth Rechis as its chief prevention officer. She comes to CPRIT from Houston’s University of Texas MD Anderson Cancer Center, where she led the Cancer Prevention and Control Platform.

Before joining MD Anderson, Rechis was a member of the executive leadership team at the Livestrong Foundation, an Austin-based nonprofit that supports people affected by cancer.

“Ruth has widespread connections throughout the cancer prevention community, both in Texas and across the nation,” CPRIT CEO Kristen Doyle said in a news release. “She is a long-term passionate supporter of CPRIT, and she is very familiar with our process, programs, and commitment to transparency. Ruth is a terrific addition to the team here at CPRIT.”

Rechis said that by collaborating with researchers, policymakers, public health leaders and community partners, CPRIT “can continue to drive forward proven prevention strategies that improve health outcomes, lower long-term costs, and create healthier futures for all.”

At MD Anderson, Rechis and her team worked with more than 100 organizations in Texas to bolster cancer prevention initiatives at clinics and community-based organizations.

Rechis is a longtime survivor of Hodgkin lymphoma, a type of cancer that affects the lymph nodes, which are part of a person’s immune system.