Nearly half of Canadians (41 percent) who sought support for their mental health in the past year faced obstacles or altogether failed to receive it. This challenge is particularly acute for miners, whom survey findings suggest are not only at a heightened risk of not receiving the care they need but are also at greater risk of experiencing psychological distress along with common mental health disorders like depression, anxiety, posttraumatic stress disorder (PTSD), and suicidality.

Mental health is critical to human health and wellbeing, yet mental health problems are more likely to go undiagnosed and untreated than physical health problems. With the pandemic, international conflict, increased financial stress from inflation, and concerns about food and fuel shortages, mental health is being challenged in new ways.

Organisational risk management has broad applications, from mitigating financial risk to recognising and managing risks in safety, quality, health, legal liability, and the organization's impact on the environment. Risks to and from an organisation's employees fall within the scope of risk management, typically with a focus on reducing the risk of accidents, injuries, or illness and putting controls in place to prevent employee theft or fraud. Workplace safety, for example, is commonly seen as part of risk management, and that concern extends to aspects of employee health, such as fatigue, that can impact accidents and error rates.

The concept of burnout is complex and the employer’s duty of care responsibility to assess and mitigate foreseeable risk is often misunderstood, even by well-meaning responsible employers. The purpose of this paper is to provide some general guidance for employers—and in particular HR practitioners—in meeting their baseline duty of care obligations to worker burnout regardless of the sector in which they operate. The author, Lisbeth Claus, is a Professor Emerita of Management and Global Human Resources at the Atkinson Graduate School of Management of Willamette University.

Workforce surveys around the world suggest that employee burnout – already a significant problem – may be getting worse. For employers, this can mean a costly drag on productivity. When workers are exhausted and emotionally distant from their jobs, they are unable to perform at their best and are more likely to make mistakes. They are also more likely to leave their jobs – draining the organisation of skills, knowledge and experience. Burnout at work can also affect all aspects of life, from health and relationships to career and finances.

The emotional support provided by Global Employee assistance programmes is almost exclusively short-term and solution-focused. However, longer-term counselling interventions are being introduced in a competitive marketplace. Until now there has been a shortage of published research into the effectiveness of such interventions using large populations of EAP cases.

Money is one of the most significant sources of personal stress. Financial stress, like all forms of excess stress, affects a person’s physical and mental health. While financial stress is a personal problem, it also impacts worker performance. Employees can be distracted and exhausted by personal financial concerns, and their money worries can lead to higher rates of illness and absenteeism.

While the delivery of employee wellbeing services is a profoundly human endeavor – people with expertise and compassion helping other people – leveraging innovative technology that is flexible, reliable, and accessible is key to delivering the greatest benefit to employers and members.

Years of experience have shown us that every customer experience is unique and that each customer is the final arbiter in everything we do. We don’t measure success by how rigidly we comply with our processes. It’s whether we make a meaningful difference to the person we’re serving. In other words, our customer experience metrics can’t be just about doing things right. They have to measure whether we’re doing the right thing.

The study measured 24,000 participants over a three-month period and was focused on employee mental health issues. The findings are part of an initiative that WPO plans to share quarterly to identify global workplace wellbeing trends.