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Có lẽ, không ít người từng được bố mẹ động viên cố gắng học hành để sau này được làm việc ở văn phòng, ''ngồi bàn giấy'' vừa mát lại vừa không phải vận động chân tay nhiều.

Thế nhưng, chốn công sở đâu phải chỉ có nhàn hạ và sung sướng. Ở đó cũng đầy rẫy những áp lực vô hình khiến chúng ta dễ mệt mỏi, cáu bẳn hay thậm chí trở thành những ''Zombie công sở'' lúc nào không hay.
Lý do nào khiến dân ''công sở'' dễ stress?
Đầu tiên phải kể đến khối lượng công việc quá tải mà mức lương lại không xứng đáng. Sẽ chẳng có ai muốn phấn đấu hay hết mình với công việc nếu như họ không nhận được số tiền tương ứng với công sức mà mình đã bỏ ra. Thậm chí, việc các công ty ''bủn xỉn'' về lương cũng là một trong những nguyên nhân không thể níu giữ được nhân viên giỏi.

Thứ hai, môi trường làm việc ở công sở đa phần đều nhàm chán và lặp đi lặp lại từ ngày này sang ngày khác. Trước khi thức dậy, bạn đã biết hôm nay phải làm gì? Một ngày diễn ra như thế nào và sẽ gặp những ai...Điều này lâu dần sẽ khiến mọi người bị chai lì cảm xúc và chán nản.

Thứ ba, tính cạnh tranh, chèn ép lẫn nhau giữa nhân viên với nhân viên, giữa nhân viên và sếp khá cao. Nếu bạn không đủ bản lĩnh để đấu tranh thì rất dễ bị đào thải.
Những áp lực công việc mà dân văn phòng gặp phải

- Lo lắng vẻ bề ngoài: Một số công ty có quy định riêng về trang phục, một số khác cho phép mặc đồ tự do, không gò bó. Điều này khiến nhân viên văn phòng phải dành nhiều thời gian để lựa chọn trang phục mỗi khi đi làm.

- Căng thẳng trong cách ứng xử: Nhất là với nhân sự mới vào làm, bạn lo lắng không biết nên cư xử như thế nào mới đúng mực với từng vị trí trong công ty, đặc biệt là cách phản hồi ý kiến với cấp trên, đồng nghiệp.

- Cuộc chiến đấu của các phe phái: Thật khó xử cho các nhân viên văn phòng nếu làm việc ở một môi trường có nhiều đảng phải. Mỗi ngày, bạn sẽ thường xuyên phải chứng kiến các đồng nghiệp nói xấu, hạ bệ nhau. Bởi vậy, bạn buộc phải theo một phe còn nếu đứng giữa sẽ rất dễ bị xa lánh.

- Áp lực đến từ sự ganh ghét của đồng nghiệp: Nếu công ty may mắn không chia bè phái thì chắc chắn vẫn có những cá nhân âm thầm ganh ghét bạn. Đây là kiểu áp lực công việc từ việc ghen tỵ với những thành tích mà người đồng nghiệp đạt được cao hơn mình. Thông thường loại xung đột này thường rơi vào các thành viên mới gia nhập tập thể. Trong một môi trường làm việc quen thuộc người ta thường khó chấp nhận các nhân tố mới vì họ có thể gây ra những ảnh hưởng xấu tới mình. Vậy nên, còn người thường có những hành động tẩy chay và cô lập người giỏi hơn mình.

- Áp lực công việc từ cấp trên: Đây là kiểu mẫu thuẫn giữa cấp trên với cấp dưới. Nó không thể hiện ngay ở ngoài công việc hàng ngày mà lại tiềm ẩn ở sự đánh giá của lãnh đạo với năng lực của nhân viên. Có thể vì người lãnh đạo thấy nhân viên có năng lực cao nên e ngại họ sẽ cướp mất vị trí của mình. Cũng có thể do mẫu thuẫn trong cách hành xử nên dù giỏi vẫn bị sếp cho vào ''danh sách đen''.

- Áp lực từ gia đình: Đối với phụ nữ, giả dụ công việc của bạn kết thúc vào khoảng thời gian 17h-17h30 hoặc thậm chí là muộn hơn. Sau đó, bạn lại tất bật đi đón con, đi chợ và nấu cơm. Bấy nhiêu công việc không tên cũng đủ đè bẹp bạn mỗi ngày.
Cách giảm stress chốn công sở
Còn với phái mạnh, họ thường áp lực về tiền lương nhiều hơn với nỗi lo cơm, áo, gạo tiền. Bởi mức lương văn phòng thường không quá cao, thậm chí thỉnh thoảng lại còn bị công ty nợ lương kéo dài.

- Tăng cường vận động: Nhiều chuyên gia tâm lý cho rằng, hoạt động nhẹ nhàng có thể giúp bạn cải thiện tâm trạng, tăng oxy và giúp máu lưu thông tốt hơn. Nếu đang đi làm, bạn hãy đúng lên đi lại sau khoảng 1-2h làm việc thay vì ngồi yên một chỗ. Vào buổi tối, bạn hãy cố gắng tham gia các môn thể thao như chạy bộ, đi xe đạp,...

- Nâng cao kỹ năng giao tiếp, xử lý công việc: Hãy tìm tự ra lỗ hổng mà mình đang thiếu và lấp lại. Đó chính là cách giải quyết hiệu quả và nhanh nhất, giúp bạn lấy lại được sự tin yêu từ đồng nghiệp cũng như cấp trên. Bởi sẽ chẳng có ai ganh ghét với một người vừa giỏi, vừa tự tin, lại chan hòa với mọi người.

- Nuôi dưỡng những mối quan hệ tích cực nơi công sở: Thêm bạn bớt thù, nếu có những người bạn thân thiết nơi công sở thì khả năng gắn bó với công ty của nhân viên sẽ cao hơn rất nhiều. Trên thực tế, có một người để thấu hiểu niềm vui, nỗi bất an, lo âu trong công việc của mình hay thậm chí chỉ im lặng vỗ về khi bạn bị sếp la mắng cũng đủ để mang lại sự an ủi và giải tỏa tâm lý rất lớn.

- Học cách từ chối và thẳng thắn trao đổi với sếp về việc thiết kế công việc hấp dẫn hơn: Nhiều người trong chúng ta khi thấy mệt mỏi, chán nản với công việc liền vội vàng tìm kiếm một công ty khác. Trong khi đó, cách đơn giản nhất là hãy biết cách từ chối nếu bị giao quá nhiều đầu việc; hoặc trao đổi thẳng thắng với quản lý về mong muốn được bố trí một vị trí khác phù hợp hơn. Biết đâu bạn sẽ tìm thấy nơi mình thuộc về?

Cuối cùng, công việc không phải là tất cả cuộc sống của chúng ta nhưng mỗi ngày bạn phải dành ít nhất 8 tiếng ở nơi công sở. Vì thế, hãy biến những phiền muộn thành niềm vui và tự tạo nên hạnh phúc cho chính mình ở bất cứ nơi đâu.

Nguyễn Phượng

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Nghề ''ngồi bàn giấy'' không chỉ có màu hồng: Dân công sở mệt mỏi với công việc, áp lực với cuộc chiến giữa các phe phái, ngay cả mỗi ngày mặc gì cũng thấy đau đầu

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Có lẽ, không ít người từng được bố mẹ động viên cố gắng học hành để sau này được làm việc ở văn phòng, ''ngồi bàn giấy'' vừa mát lại vừa không phải vận động chân tay nhiều. Thế nhưng, chốn công sở đâu phải chỉ có nhàn hạ và sung sướng.

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Mental Health In The Workplace: How Vietnamese Companies Are Taking Care Of Their Employees

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In this era of anxiety, companies have stepped up in supporting their employees and ensuring a positive work environment.

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a project with the goals to understand more about mental health in workplace

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Johns Hopkins Bloomberg School of Public Health

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Approximately one third to one half of all Americans will experience a mental or behavorial health challenge in their lifetime. Since most of life is spent in the working years, the workplace is an ideal setting to promote public health-informed initiatives to prevent and treat these illnesses. As the only department of mental health in a school of public health, we view the workplace as an important opportunity to improve health across the population. Our current plans to establish a center for mental health in the workplace are described further in the Minding Our Businesses brochure.

Our Vision

We envision a society where mental health is as important as physical health. Where depression, anxiety, addiction, and other mental health challenges occur rarely, and when they do, they are openly addressed to minimize their effects on our lives. How could such a world be achieved without involving the workplaces where we spend such a significant portion of our days?

The Johns Hopkins Bloomberg School of Public Health/the Luv U Project Center for Mental Health in the Workplace will provide the first ever academic home for research and development housed in the only school of public health with a department of mental health. Through collaboration with businesses, professional organizations, providers, and government organizations, our academic center will help foster a world with:

increased awareness and acceptance of mental health;

decreased prevalence of mental illness;

increased employee wellness;

decreased absenteeism;

increased prevention and treatment services; and

decreased stigma and consequences of disclosing a mental illness.

As a first step toward this vision, the Department of Mental Health partnered with The Luv u Project to host a symposium on the future of mental health in the workplace. The public symposium brought together experts from academia, government and industry to discuss current challenges and needs for the future. An advisory council was formed that included people from across sectors to advise on next steps. The Advisory Council met after the public symposium to set an agenda and have met virtually at regular intervals ever since. The videos of the talks presented at the public symposium may be viewed below.

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Mental Health in the Workplace | Johns Hopkins Bloomberg School of Public Health

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The Johns Hopkins Bloomberg School of Public Health/the Luv U Project Center for Mental Health in the Workplace will provide the first ever academic home for research and development housed in the only school of public health with a department of mental health

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1. Một công ty startup ở New York đã phát triển virtual assistant cho việc lên lịch họp cho mail và quản lí calendars.
How to manage? -> đào tạo một đội ngũ nghiên cứu tương tác của email giữa người với người trước để công nghệ có thể học được cách dự đooán phản ứng của con người và sau đó xem những lựa chọn mà con người đưa ra.
Mục đích? -> để trợ lý ảo bắt chước
Nhận xét (của tui) -> với cách này thì virtual assistant sẽ tích hợp nhiều function từ việc recognition tới việc generating task efficiently.
- pros: sẽ giúp employee tự động sắp xếp lịch trình, thứ tự các meetings, appointments -> giảm việc cho employees
- cons: sometimes sẽ gây nên confused về timeline, cần phải có một time tool chuẩn để không gây nên vấn đề sai lệch về tgian -> tránh sai sót

2. Chatbot named Jenny -> chức năng: hỗ trợ khách hàng và giải đáp những thắc mắc
Chatbot tên Kari -> đóng giả bạn gái

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- AI's ability is prediction - the ability to take information and generation info not having had before
- challenge nếu apply technology vào đối với công ty:
+ bởi vì công nghệ (như AI) có thể predict được những thông tin nên thường nhân viên của một công ty cần có judgement skills
+ chuyển hướng training nhân viên
+ phát triển các quy trình quản lý, xây dựng cho hiệu quả

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những yếu tố chính gây ra stress liên quan đến công nghệ, 1 số hướng đi nhằm khắc phục

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1. Issue
2. Role of Technology
*Biggest Problem: Stress from associating with technologies

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không liên quan tới công nghệ. Liên quan tới các phương pháp bảo vệ sức khỏe tâm lý cho nhân viên trong môi trường làm việc, và đa phần các phương pháp này đều có thể dùng công nghệ để áp dụng và tối ưu.

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Journal of Occupational and Environmental Medicine

Ashley Wu, MHS, Enid Chung Roemer, PhD, Karen B. Kent, MPH, David W. Ballard, PsyD, MBA, and Ron Z. Goetzel, PhD

Abstract

Objective:

To provide a narrative review of best and promising practices for achieving exemplary mental health in the workplace as the foundation for the inaugural Carolyn C. Mattingly Award for Mental Health in the Workplace.

Methods:

Research was drawn from peer-reviewed articles using the search terms associated with workplace mental health.

Results:

Eight categories of best practices were identified: (1) culture, (2) robust mental health benefits, (3) mental health resources, (4) workplace policies and practices, (5) healthy work environment, (6) leadership support, (7) outcomes measurement, and (8) innovation.

Conclusion:

The review provided the scientific backing to support criteria developed for the Carolyn C. Mattingly Award for Mental Health in the Workplace. By recognizing organizations that apply evidence-based practices in their health and well-being programs, the Mattingly Award may inspire employers to adopt best practices.

Keywords: depression and anxiety in the workplace, employee assistance programs, mental health services in the workplace, occupational stress management interventions, worker health, workplace best practices, workplace interventions, workplace mental health

INTRODUCTION

The mental health and well-being of employees have become an increasing concern among employers, especially in response to the COVID-19 pandemic. Over a year after the virus was first discovered, employees continue to fear that they will be exposed to, or spread, the disease to family members, coworkers, friends, or strangers with whom they come in contact.1,2 Additional pandemic-related stressors, including high ambiguity and uncertainty, social isolation due to physical distancing measures, changes in both work and domestic responsibilities, and concerns regarding financial and job security, have further affected employee mental health.3 According to a recent survey conducted during the COVID-19 pandemic, workers reported an increase in mental health symptoms, including heightened feelings of guilt (24%), insomnia (38%), irritability (50%), sadness (53%), and emotional exhaustion (54%).4

The toll of mental illness severely impacts the economy. For example, depression was estimated to cost the US economy $210.5 billion (2010 USD) with about half that sum paid for by employers.5 Depression often occurs concurrently with other chronic conditions, amplifying its economic burden on employers and healthcare systems. Around 60% of the cost of depression is directed at treating comorbid conditions like cardiovascular diseases and diabetes.6 The predominantly adult population in the workforce has also been shown to develop higher rates of anxiety, substance use, and mood disorders in comparison to other demographic groups.7 Work is one of the leading causes of stress for adults in the United States8 and job-related stress is linked to poor mental health. These workplace stressors, including long working hours, poor social support, and unclear management and work roles, are connected to increased risk for various negative mental health outcomes.9

The debilitating effects of poor mental health go beyond the direct costs of treatment and include even larger indirect costs related to lost productivity, such as through absenteeism and presenteeism (ie, performance decrements while continuing to work). To quantify the global cost of poor mental health, indirect costs incurred from absenteeism and presenteeism were estimated to be $1.7 trillion annually in 2010 and direct costs added an additional $0.8 trillion, with these costs expected to double by 2030.10 As the importance of promoting good mental health has become increasingly clear, employers are seeking guidance on action steps they can take that are comprehensive, evidence-based, and cost-effective.

However, it is often difficult for employers to gauge the mental health needs of their employees due to the stigma that still exists related to mental health conditions. Stigma tends to create mental barriers barring employees from speaking up or seeking help. Although widely available, mental health services offered by employee assistance programs (EAPs) are often underutilized. The fear of facing discriminatory behavior from coworkers and superiors, social exclusion, and being perceived as lacking in competence are some of the reasons preventing employees with mental health conditions from seeking the help they need. This can negatively impact employee performance, interpersonal relationships, and workplace well-being.11

Heightened attention surrounding this issue led to a public health summit in 2016 at the Johns Hopkins Bloomberg School of Public Health (JHSPH) titled: Mental Health in the Workplace. Representatives from various professional disciplines highlighted the issues and gaps in current workplace mental health practices. At the summit's conclusion, a collective call to action was announced to advance workplace mental health, and a list of recommendations was offered to inform further research and actions employers can take.12 The consortium's recommendations included: 1) developing a quantitative scorecard for measuring mental health in the workplace, 2) shaping workplace cultures to value mental health and well-being, 3) enhancing the dissemination and accessibility of workplace mental health information, and 4) establishing an award to recognize exemplary programs and incentivize employer participation in mental health initiatives.

This paper focuses on the fourth recommendation: developing evidence-based criteria for the Carolyn C. Mattingly Award for Mental Health in the Workplace ( Mattingly Award) created in partnership by JHSPH and The Luv u Project.1 By recognizing exemplary efforts to promote workplace mental health, the award would elevate the reputation and brand of employers practicing corporate social responsibility and encourage other organizations to create a culture of mental health and well-being.

METHODS

The process of this literature review was based on recommendations by experts in workplace mental health and practitioners at organizations with a strong track record of supporting mental health efforts in the workplace. An outcome-oriented approach was applied in building the criteria for winning the Mattingly Award.

To establish best and promising practices for the Mattingly Award, a literature search was conducted focused on mental health in the workplace and EAPs from both academic and industry sources. Most articles were peer-reviewed in scientific journals published in English during the period of 2000 to 2019. Studies excluded were those that only focused on workplace wellness without considering the mental health aspect of the program. Studies with results not specific to populations in the United States, or containing intervention carried out in non-workplace settings, were also omitted. Studies not specific to the United State were omitted because of the uniqueness of employee benefit schemes in the United State. For example, in the United StateS, health benefits for working-age adults are predominantly employer-funded, with employees bearing a significant burden of out-of-pocket costs; and mental health parity laws compel equal coverage for physical and mental health benefits.

The following terms were used to identify relevant articles: workplace mental health, EAPs, workplace interventions, workplace best practices, mental health services in the workplace, worker health, depression and anxiety in the workplace, and occupational stress management interventions. All search terms were adapted for each database. The following electronic databases were searched: Google Scholar (2000-2021), PsychINFO (2000-2021), and SCOPUS (2000-2021). Articles were initially screened based on relevant titles, and each article was examined and evaluated based on the above inclusion and exclusion criteria.

A plethora of sources was consulted to inform the framework for the review. The main sources referenced included models of psychologically healthy workplaces that focus on the broad set of evidence-based practices and psychological principles employers can use to boost workers' overall well-being and organizational functioning.13-16

The Mattingly Award was designed to be built on the foundation of these broad-based psychologically healthy workplace practices, with a specific focus placed on workplace mental health programs. Behavioral definitions for psychologically healthy workplace practices were noted based on real-world best practices. To qualify for the Mattingly Award, the applicant would first meet baseline criteria for general psychologically healthy workplace practices, which would then make the organization eligible for consideration for the Mattingly Award. Although best practices and award criteria were evaluated through a largely US-centric perspective, standards and references included in this paper shall provide a meaningful baseline against which multinational companies can evaluate their global programs, with the exception of health benefits coverage and access to providers are unique to the US workforce.

The CDC Worksite Health ScoreCard17 served as another primary reference, especially for award criteria that involve workplace mental health benefits, stress management, and substance use disorders. Special attention was given to evaluating the strengths and weaknesses of different EAPs, as it has been noted that underutilization of EAPs may underscore the shortcomings of workplace mental health programs. Therefore, several EAP association websites were examined and referenced, including the EASNA as well as the Health Enhancement and Research Organization (HERO).

Reviewing best practices in organizations with substantial mental health support for their employees helped create a baseline against which existing practices could be judged. The main source referenced for establishing benchmarks and best practices were the American Heart Association Mental Health Report,7 and specifically its company mental health program summaries section. If organizations wish to expand their focus beyond the scope of the United States, global norms and benchmarks including those available from WHO would be included in the vetting process for recognition of best practice programs.

Recommendation for Award Criteria

With the evidence accumulating that a psychologically healthy workplace is linked to higher job satisfaction, motivation, and work performance, as well as reductions in turnover and healthcare costs for companies,16 Mattingly Award program developers established criteria to be applied for the selection of best practice workplaces. Each of these criteria alone is limited in its effectiveness to improve employee well-being. However, when combined into a comprehensive program, there is sufficient evidence that a multi-component approach leads to favorable outcomes related to employee health and well-being.

Our review of literature and discussions with subject matter experts informed the development of the following eight Mattingly Award criteria (See Table ​Table1 1 ).

TABLE 1

Category

Description

Culture

* Positive organizational culture that supports employee mental health (eg, building mental health into the organization's human capital strategy, governance and leadership emphasis on employee psychological well-being, including mental health in organizational communications and materials)

Robust mental health benefits

* Health plan that provides affordable access to a broad range of mental health services* Accessibility considers the quality of care, availability of an adequate provider network, the reasonableness of any service limits

Employer-sponsored mental health resources

* Utilization of stress management practices that provide employee resources, address organizational issues that cause stress, and reduce physical and psychosocial stressors in the work environment* Mental health training* Robust EAP available that addresses the needs of a diverse workforce population

Workplace policies and practices

* Safety/ergonomics practices* Programs and/or policies to prevent sexual harassment, discrimination, workplace violence, and bullying/incivility* Comprehensive efforts to promote diversity, equity, and inclusion

Healthy work environment

* Opportunities to mentally recharge (eg, quiet rooms, promoting effective use of breaks and time off)* Infrastructure that supports healthy behaviors and self-care (eg, healthy food options, fitness facilities, open stairwells)* Opportunities for social connectedness and inclusion (eg, social gatherings, employee support groups, volunteer opportunities)

Leadership support

* Leadership training on mental health awareness, sensitivity, and providing support to employees* Crisis management training and protocols to respond to workplace violence and/or suicides* Modeling healthy behaviors (eg, leaders including mental health topics in communications, managers participating in workplace programs)* Use of supportive supervision techniques (eg, providing effective performance feedback, managing conflict)* Managing work- and job-related factors that can affect mental health (eg, autonomy/control, monitoring overwork, setting clear performance expectations)

Positive outcomes

* Increased awareness, utilization, and satisfaction with mental health programs and resources* Improved employee mental health and well-being outcomes* Reduction in stigma related to mental health

Innovation

* Incorporation of technology or non-traditional programs/services that yield positive mental health outcomes* Removal of barriers, making resources easily available* Creative communication strategies

Culture

Robust Mental Health Benefits

Concurrent with having strong cultural support, companies need to provide robust health plan coverage for mental health services. Overly narrow mental health provider networks and high out-of-pocket costs are major deterrents for people seeking mental health treatment and often result in long-term suffering and further deterioration of their health.20 These components include providing access to a large pool of mental health providers; offering a broad range of covered mental health benefits; reducing or eliminating cost-sharing for treatments; and eliminating unreasonable service limits such as the number of outpatient sessions covered, lifetime spending caps, and restrictive rules concerning prescription medication.

To comply with the MHPAEA requirements, companies are required to offer parity across physical and mental health treatments to address employee needs.21 In addition, the Affordable Care Act built on the MHPAEA by expanding its requirements to include guaranteed access to mental health services for individual and small-group plans, mandated mental health and substance use disorder services as one of ten "essential health benefits," and established a requirement for many insurance plans to cover preventive services such as mental health screenings.22 A report published by the Congressional Budget Office noted private insurance companies pay 13% to 14% less for mental healthcare coverage than Medicare, despite paying 12% more than Medicare when covering services by other physician specialties, highlighting the growing gap of inadequate mental health coverage, resulting in higher cost-sharing payments.23Addressing this cost barrier is one of the keys to ensuring employees can afford needed mental health treatment. In addition to improving worker health, access to high-quality mental health services is also associated with positive organizational outcomes. For example, the treatment of depression has been shown to result in about a 40% to 60% reduction in absenteeism/presenteeism.24

Employer-Sponsored Mental Health Resources

Companies that emphasize mental health in the workplace have EAPs that cover counseling, substance use treatment, and referrals to providers that are available and accept the company's insurance benefits. One of the main problems companies still face with EAPs is their low utilization rates.28 Although a majority of civilian workers in organizations with 100 or more employees have access to an EAP29 and despite substantial evidence indicating that EAPs increase the well-being of employees who actively use the services,30 utilization averages just 2% for basic EAPs bundled with other benefits, and 8% for more comprehensive full-service EAPs.31 A strong EAP program encourages utilization to ensure employee needs are met and that employees who require help are aware of, and can access, the services provided. In terms of assessing whether employee mental health needs are being met, EAP usage alone would not be a sufficient indicator, multi-method assessment is required to contextualize usage of EAP services within a healthy or unhealthy company culture.

Workplace Policies and Practices

Healthy Work Environment

Creating a supportive work culture is crucial in enhancing individual mental health. To establish this, there need to be strategies in place that involve changing the "physical surroundings and social, economic, or organizational systems" to promote and enhance workplace mental health.45

Leadership Support

Consistent and open leadership support plays an important role in influencing workplace climate and employee attitudes toward mental health. Workplace mental health policies cannot be implemented without the support of company leadership at all levels of the organization. The emphasis that leaders place on improving mental health in the workplace consequently shapes employee perceptions of the company's commitment to health promotion.49 Making mental health an integral part of corporate leadership is an important step in destigmatizing mental health issues. Training for leaders to address work performance issues facilitates the development of active channels of communication for employees to learn about mental health benefits, resources, and the importance of emotional well-being. Educating leaders in tailoring their management style to the needs of employees is key to bridging the gap between employee mental health needs and resources available to address those needs. Because employees may feel reluctant to openly discuss their mental health challenges, leaders can take the initiative of modeling desired behaviors and providing support services to address workplace stressors and psychological impediments to individual and team well-being.

Implementing positive leadership practices can serve as a foundation for building and maintaining a positive organizational climate. Having workplace leaders take on roles of wellness champions can be encouraging to employees when they are facing mental health issues. Not only can this improve recognition of mental health problems and promote help-seeking behavior but also increases the likelihood of effective treatment delivery.50

Outcomes Measurement

To establish the impact of organizational mental health efforts, it is crucial to measure employee mental health and well-being outcomes. Indicators of success can include increased EAP awareness, utilization of and satisfaction with available resources, and a reduction in stigma related to mental health. Currently, there are no standardized guidelines on what is viewed as "success" metrics in a workplace mental health program. Success can be measured in terms of the programs, policies, and environmental supports that promote a healthy company culture; engagement with and satisfaction with one's job, supervisors, and colleagues; enrollment in health-promoting programs and services; and reduced incidence of mental health problems, as well as improvement in psychological well-being indicators. It is important that employers clearly state their overall goals and objectives for such programs ahead of time and continue to monitor the key metrics linked to those goals and objectives continuously throughout the life of the program. The Mattingly Award will focus on the key structure, process, and outcome measures reflective of exemplary workplace mental health programs.

Innovation

The ubiquity of technology and the increased interconnectivity of the modern world has given rise to several innovative approaches to address workplace mental health. Some of these initiatives focus on technological approaches, whereas others are more theory-based and grounded in removing barriers and making resources more accessible.

DISCUSSION

The goal of the Mattingly Award is to recognize best practices in mental health in the workplace and encourage employers to develop organizational cultures that support and promote positive well-being. This review of best practices was used to develop the Mattingly Award criteria for evaluating applications.

Based on the findings, the criteria for the award have been determined and categorized into eight elements that serve as the baseline for developing a scoring system for the award. The scoring system will provide applicant organizations feedback on their use of evidence-based mental health practices in their workplaces and consider their performance relative to their peers using the criteria outlined.

The Mattingly Award, which will launch in 2022, is intended to incentivize organizations to demonstrate social responsibility and improve workplace performance and well-being by encouraging a positive workplace mental health culture.

CONCLUSION

In this review, we highlighted the prevalent yet under-addressed issue of mental health in the workplace, identified eight categories of best practices, and developed criteria for the Carolyn C. Mattingly Award for Mental Health in the Workplace. We acknowledge the lack of discussion on organizations of different sizes is currently a limitation of our study due to the complexity of organizational structures. Companies should seek to address the issue of employee mental health in ways that are tailored to their specific organizational challenges and best fit the identified needs of their employees. For instance, organizations of smaller sizes need not follow the same standards as multinational corporations. A targeted approach by each company tailored best to their employees' needs would be more effective than one that offers an extensive selection of options that do not address any of the highlighted needs. The best program will be one that addresses the larger cultural issue of creating a work environment that supports employee mental health while providing services or benefits at low or no cost. As our recognition program advances with more materials and input from companies of different sizes, industries, and workforce, our criteria would be further adjusted. As health and wellness services and their financing vary by country, the current focus of the award is placed on US-based initiatives. A similar approach should be applied in future research that takes a global focus to gain a deeper understanding of the cultural differences across nations and needed customization to address workplace mental health.

Promoting positive mental health in the workplace is a complex process that requires collaboration across several leadership levels. While work can play a positive role in contributing to worker well-being, it can also become harmful and toxic when there is a lack of social support and unhealthy organizational culture. Therefore, by recognizing employers that put in place intentional efforts to protect the well-being of their workers and promote a culture of health, the Mattingly Award hopes to inspire more organizations to adopt best practices in mental health for their own employees.

Funding Sources: None.

Conflict of Interest: The authors report no conflicts of interest.

Clinical Significance: The human and financial consequences of poor mental health at the workplace impose a heavy burden on employers and workers alike. Evidence-based organizational programs, policies, and environmental supports form the foundation for the Mattingly Award for Mental Health in the Workplace to encourage organizations to adopt positive cultures of health.

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Organizational Best Practices Supporting Mental Health in the Workplace

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Journal of Occupational and Environmental Medicine Ashley Wu, MHS, Enid Chung Roemer, PhD, Karen B. Kent, MPH, David W. Ballard, PsyD, MBA, and Ron Z. Goetzel, PhD To provide a narrative review of best and promising practices for achieving exemplary mental health in the workplace as the foundation for the inaugural Carolyn C.

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1 góc nhìn về các mô hình nhân viên chăm sóc tâm lý nghiệp dư và bán chuyên được áp dụng vào các xã hội khác nhau trên thế giới. Bài này có điểm cần lưu ý là không tập trung vào môi trường làm việc mà đang nói tổng thể cách công nghệ có thể giúp tăng cường khả năng chăm sóc tâm lý cho xã hội

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Workforce shortages pose major obstacles to delivering adequate mental health care and scaling up services to address the global treatment gap. There is mounting evidence demonstrating the clinical effectiveness of having non-specialist health workers,…

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này là các cách tiếp cận dùng công nghệ để có những số liệu sức khỏe tâm lý của 1 tập thể lẫn cá nhân, giải quyết các vấn đề khó khăn khi thu thập dữ liệu tâm lý theo các cách truyền thống

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Review: bài viết đề cập tới cause nhiều, có những ý đơn giản mình chưa nghĩ ra thì trong bài cũng có nói, và cũng suggest những method to reduce stress (trong đó có nhắc đến ứng dụng của AI).

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Exploring mental illness in the workplace the role of HR professionals and processes

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Workplace Mental Health - all you need to know (for now) | Tom Oxley | TEDxNorwichED

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What is happiness:
improving communication
providing flexible work arrangements
promoting work-life balance