Edited by Martin Cadwell, Thursday, 2 Jan 2025, 05:49
This is the final installment of my humorous submission for gaining a level 3 certificate in Mental Health and Mental Health Advocacy in the Workplace.
Because so much time is lost to
mental ill-health, there is a consequent negative effect on the
productivity of an organisation. When problems arise in the workplace
mentally healthy people are better able to deal with these
situations. Having a mentally healthy work environment reduces
absenteeism from mental ill-health by reducing the probability of its
occurrence as a consequence of the work environment. The reputation
of the organisation is enhanced when it is known that the
organisation cares for and adequately assists its employees in
dealing with mental ill-health, and particularly so when the
organisation is proactive in preventing mental un-wellness. By having
good mental health physical health is improved and vice-versa.
There are legal responsibilities
that organisations must meet; having a mentally healthy workplace is
one of them and so there is a compliance to regulations.
Sometimes,
in order to define something a list is required to define how
groupings are arrived at. However, I am not going to do that because
it requires bullet points.
Every employee should have a
‘wellness action plan’ whether they need one or not. It is a
confidential document that is shared between the employer and
individual employees to whom it specifically pertains to. In it there
should be identifying statements that describe, define or even list,
what will protect the employee’s mental health and well-being at
work. Presumably, this wellness action plan should be beneficially
shaped around existing mental health issues for individuals, and is
formed around a solid structure of action an employee should take,
that is standard for the treatment of all the employees.
Conversations need to start
somewhere and so this wellness action plan is an excellent
opportunity for employers to probe into potential employees’ lives
to ascertain how much work can be wrung out of them before they
break. Looking at it in a more benign way, a setting for a
conversation about the mental limitations an employee has, had, or is
beginning to experience, is a decidedly good position to be in for
the employee, as this setting is much formalised and therefore has
the scope to be private and confidential. In this way it is a
proactive approach to managing mental health in the workplace by
anticipating what may go wrong and the effects it may have on certain
individuals. It allows safeguards to be put in place and they help to
prevent stress and mental ill-health. They also evidence the
employer’s efforts and focus on the prevention and management of
mental ill-health in the workplace.
Identify key
components of a wellness action plan.
Identify – Give sufficient
detail so that someone else can recognise your description. This is
sometimes used instead of ‘list’ or ‘state’ so think what the
question is asking for.
N.B. It is the conjunction of
the words ‘identify’, ‘key’, and ‘components’ in the
question that drives me to believe that a list with bullet points is
appropriate, and allowable here. However, I am under instructions to
not use bullet points unless there is a definite call for a list in
the question. The advice is that the answer will be ignored where
there are bullet points and the question does not ask for a list.
Hmmm. I want to use bullet points because it is my aim to learn and
not necessarily pass examinations. Certainly, I shall need to
completely rewrite this whole assignment to include bullet points
where they are most certainly necessary for easy understanding and
for compartmentalising information. Altogether, this means that my
learning will commence only after the submission of this final
assignment and the complete rewriting of it, for my own understanding
of the subject.
The
key components of a wellness action plan should contain a list of
approaches that an individual can use and adapt to support their own
mental well-being. Bear in mind that it is recommended that everyone
should have a wellness action plan whether they have mental illness
or not. So, the frequency of
reading or accessing the wellness action plan remains, so far, a less
than fully constructed concept. This may mean that a correlation
between degree of mental ill-health
and frequency of accessing the wellness action plan is fomented.
However, the signs and symptoms of stress or mental ill-health should
alert the employer and the employee that there are are circumstances
that can trigger a spiral of mental diminishment in the employee.
This then requires that the wellness action plan is somewhat
memorised, otherwise it should be attached to the individual in some
way or reviewed in an office daily. There may be other triggers, such
as a
lack of communication, or feelings of loss of control, that impart a
feeling of mental un-wellness in an employee; these should appear in
the wellness action plan. The impacts of stresses should be recorded
in the wellness action plan. These, of course, would be based on past
observations, or levels of probability. An understanding of how the
employer can ameliorate potential and real problems in the workplace
that does, or will, impact negatively on the employee’s mental
wellness, should be in the wellness action plan. Of course, regular
reviews, as mentioned earlier, should be conducted to update and
amend, where appropriate, the wellness action plan. The employer and
employee are free to have any other additions to the wellness action
plan wherein they see fit that further additions should be made.
Mental Health Wellness Plans
This is the final installment of my humorous submission for gaining a level 3 certificate in Mental Health and Mental Health Advocacy in the Workplace.
Because so much time is lost to mental ill-health, there is a consequent negative effect on the productivity of an organisation. When problems arise in the workplace mentally healthy people are better able to deal with these situations. Having a mentally healthy work environment reduces absenteeism from mental ill-health by reducing the probability of its occurrence as a consequence of the work environment. The reputation of the organisation is enhanced when it is known that the organisation cares for and adequately assists its employees in dealing with mental ill-health, and particularly so when the organisation is proactive in preventing mental un-wellness. By having good mental health physical health is improved and vice-versa.
There are legal responsibilities that organisations must meet; having a mentally healthy workplace is one of them and so there is a compliance to regulations.
Sometimes, in order to define something a list is required to define how groupings are arrived at. However, I am not going to do that because it requires bullet points.
Every employee should have a ‘wellness action plan’ whether they need one or not. It is a confidential document that is shared between the employer and individual employees to whom it specifically pertains to. In it there should be identifying statements that describe, define or even list, what will protect the employee’s mental health and well-being at work. Presumably, this wellness action plan should be beneficially shaped around existing mental health issues for individuals, and is formed around a solid structure of action an employee should take, that is standard for the treatment of all the employees.
Conversations need to start somewhere and so this wellness action plan is an excellent opportunity for employers to probe into potential employees’ lives to ascertain how much work can be wrung out of them before they break. Looking at it in a more benign way, a setting for a conversation about the mental limitations an employee has, had, or is beginning to experience, is a decidedly good position to be in for the employee, as this setting is much formalised and therefore has the scope to be private and confidential. In this way it is a proactive approach to managing mental health in the workplace by anticipating what may go wrong and the effects it may have on certain individuals. It allows safeguards to be put in place and they help to prevent stress and mental ill-health. They also evidence the employer’s efforts and focus on the prevention and management of mental ill-health in the workplace.
Identify key components of a wellness action plan.
Identify – Give sufficient detail so that someone else can recognise your description. This is sometimes used instead of ‘list’ or ‘state’ so think what the question is asking for.
N.B. It is the conjunction of the words ‘identify’, ‘key’, and ‘components’ in the question that drives me to believe that a list with bullet points is appropriate, and allowable here. However, I am under instructions to not use bullet points unless there is a definite call for a list in the question. The advice is that the answer will be ignored where there are bullet points and the question does not ask for a list. Hmmm. I want to use bullet points because it is my aim to learn and not necessarily pass examinations. Certainly, I shall need to completely rewrite this whole assignment to include bullet points where they are most certainly necessary for easy understanding and for compartmentalising information. Altogether, this means that my learning will commence only after the submission of this final assignment and the complete rewriting of it, for my own understanding of the subject.
The key components of a wellness action plan should contain a list of approaches that an individual can use and adapt to support their own mental well-being. Bear in mind that it is recommended that everyone should have a wellness action plan whether they have mental illness or not. So, the frequency of reading or accessing the wellness action plan remains, so far, a less than fully constructed concept. This may mean that a correlation between degree of mental ill-health and frequency of accessing the wellness action plan is fomented. However, the signs and symptoms of stress or mental ill-health should alert the employer and the employee that there are are circumstances that can trigger a spiral of mental diminishment in the employee. This then requires that the wellness action plan is somewhat memorised, otherwise it should be attached to the individual in some way or reviewed in an office daily. There may be other triggers, such as a lack of communication, or feelings of loss of control, that impart a feeling of mental un-wellness in an employee; these should appear in the wellness action plan. The impacts of stresses should be recorded in the wellness action plan. These, of course, would be based on past observations, or levels of probability. An understanding of how the employer can ameliorate potential and real problems in the workplace that does, or will, impact negatively on the employee’s mental wellness, should be in the wellness action plan. Of course, regular reviews, as mentioned earlier, should be conducted to update and amend, where appropriate, the wellness action plan. The employer and employee are free to have any other additions to the wellness action plan wherein they see fit that further additions should be made.