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WELLBEING


Tim Scott on how to support employees’ welfare by prioritising mental wellbeing in the workplace


P


erformance and effectiveness at work are largely dependent on mental health and


wellbeing. With as many as one in four of us experiencing problems with our mental health in the course of a year, organisations need to understand that this is an important issue for them and their staff. Tackling these issues has, therefore, become a major priority for organisations looking to achieve sustainable success. Stress and depression are among the main reasons why people take


26 | July 2017 |


days off work, accounting for almost half of all long-term absences. Tose most at risk of suffering from mental health issues are employees working in sectors with high demand levels over which they have little control, such as the legal sector. So how can we change what – some would say – is the inher- ently stressful job of being a solicitor? Te legal sector is traditionally


perceived as being one with heavy workloads and long working hours. Te work can be fast-paced and highly pres- surised, with major issues determined by


how well or how badly you do your job. Although such work can be highly


rewarding, it’s very hard for anyone to sustain working at full capacity for a long time, and therefore firms are now looking at ways to spread this burden. Tis not only helps employees maintain better mental health, it also makes them more effective.


What makes a healthy working environment?


As things currently stand, many companies are ill-equipped to deal


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