In September 2023, the Office for National Statistics (ONS) revealed that more than 2.6 million working age people are not currently in work due to long term ill health, breaking another record. Increases in people not looking to find work are happening alongside a persistently tight labour market, with skills gaps and an ageing population also contributing to demand for talent. This impacts companies struggling to fill vacancies in addition to the impact of rising salaries on inflation and therefore the wider economy. Understanding and working to combat these issues is paramount.
mental health in the UK: the facts.
All figures are from the Office of National Statistics.
- In 2023, 7.1 million of the working age population reported a mental health condition (mental illness, phobias, panics or other nervous disorders, and depression, bad nerves or anxiety).
- 2.2 million of economically inactive people report the same issues.
- The most reported health condition amongst the economically inactive was depression, bad nerves or anxiety, with 53% of those with long term health issues reporting it.
- Between 2019 and 2023, the number of economically inactive people reporting depression, bad nerves or anxiety rose by 40%. This was made up of people reporting it as both a primary and secondary health condition.
The graph below shows the proportion of people listing mental illness, phobias, panics or other nervous disorders, and depression, bad nerves or anxiety as the main reason for economic inactivity due to ill health in 2023.
A total of 635,000 people are out of the workforce due to mental health conditions, a 15% increase since 2019 when taking the size of the working age population into account.
randstad's well-being research.
To address the evolving challenges of workplace well-being and help organisations make decisions about the future of well-being for their employees, we conducted a comprehensive survey that gathered insights from over 12,000 individuals across industries and occupations. This study explored the pressing issues faced by today's workforce.
impact of well-being on organisations.
Almost half (49%) of our survey respondents are considering leaving, or would like to leave their profession in the next 12 months due to stress and/or mental health conditions, highlighting how imperative it is for employers to face these issues. Employers who make a positive impact on the well-being of their employees have a huge opportunity to reduce turnover and bring out the potential in their workforce.
Over a quarter of workers we surveyed have taken time off due to mental health conditions in the past 12 months, although 40% of these didn’t tell their employer why. When organisations analyse their sickness data, they must take into account the likelihood that employees do not feel confident being honest about discussing mental health as a reason to take time off.
what can employers to support employees?
We asked workers if they think their employers are doing enough to support them at work. Almost half (45%) of respondents do not think their organisations offer enough support, and over half don’t feel that there are enough outlets to discuss mental health issues in their industry.
action point: regularly communicate what resources are available to employees and allow safe opportunities for discussion about mental health challenges.
When asked about the factors that have had the most positive impact on their well-being in the past 12 months, improved work-life balance was revealed as the primary catalyst for positive change. This highlights the influence that our working lives have on our mental well-being. Our survey also revealed that employees reported their work-life balance had improved since the onset of the pandemic. This finding reinforces the fundamental shift in perspective as a result of enforced periods of working from home.
When examining what has most negatively impacted the well-being of workers, it is clear that economic concerns, specifically the rising costs of household bills and housing, have emerged as the most significant contributors. Beyond these economic challenges, job insecurity and work-related challenges have been revealed as significant contributors, adversely impacting the mental and emotional well-being of a substantial portion of the population. These challenges underscore the urgent need for holistic approaches to address not only economic concerns but also the overall work environment to foster a healthier and more sustainable work-life balance for all.
what employers are offering vs what employees want at work.
To understand more about what employers can do to improve well-being at work, we analysed the gap between which resources workers say they have access to and which they would find most useful.
Free food and drink.
The resource deemed most useful is free food and drink and this created the largest satisfaction gap due to a lack of employers offering this perk. Employers in the position to do so should consider incorporating hot drinks and possibly food to their employees. In fact, research by Brigham Young University, the Center for Health Research at Healthways and Health Enhancement Research Organisation, found that healthy eating habits boosted the likelihood of increased worker performance by 25%!
Social areas and canteens.
On a positive note, many employers are getting it right when it comes to providing social areas. Providing the opportunity for informal catch ups in relaxed spaces is important for helping workers feel a sense of belonging and builds on workplace culture. Social areas and canteens were frequently selected as important to workers and offered by many employers.
Counselling and mental health training.
Critical gaps exist between workers with access to counselling, training about mental health, resilience and stress management, and those that would find it useful. Workers express a clear desire for these resources, yet they are not consistently provided by employers. Addressing these gaps could significantly enhance employee well-being and mental health support. Meditation and exercise classes could also be useful well-being ideas for employers looking to improve well-being within their organisation, with almost two thirds of employees saying they would find them useful.
what's next?
Whilst we've discussed some of the impacts and reasons behind changes in mental health in today's workforce, as well as looked into what resources employees would like their employer to provide, it's also important to consider that a more targeted approach may be necessary to improve well-being across the organisation. Understanding what drives different generations, genders and even occupations is imperative for workplaces looking to implement inclusive well-being strategies.
Our full report deep dives into these segmented talent audiences to help you understand where your focus should be when driving well-being reform in your business. Alternatively, request a call back, and one of our consultants can discuss the research with you.
