A significant percentage of UK professionals are uneasy about requesting mental health leave.
- Recent data shows that 67% of employees feel discomfort in discussing mental health leave with employers.
- Over a quarter of workers hesitate to voice their mental health needs, highlighting a broader issue.
- The increase in presenteeism is linked to unaddressed mental health concerns and job insecurity.
- Improving workplace mental health support demands clear policies and leadership training.
Recent data reveals that a substantial 67% of UK professionals are reluctant to ask for mental health leave due to feelings of discomfort. This hesitancy points to significant challenges within workplace culture regarding mental health discussions.
Over 28% of professionals would not even contemplate speaking about mental health issues, reflecting not only personal discomfort but also the perception of insufficient support from employers. The awareness and preparation of employers are under scrutiny as mental health-related work absences rise, reaching a ten-year high.
Coral Bamgboye, Group Head of TA and Employee Experience at Robert Walters, notes a lack of adequate support or mental health awareness within the workplace as a critical issue. This gap fosters increasing levels of presenteeism—a situation where employees work while unwell—potentially leading to extended time off due to aggravated issues.
A concerning 49% of professionals reported continuing to work despite experiencing poor mental health, driven by fears of job instability and the risk of lagging behind on deadlines. Only a small percentage, 10%, would immediately take sick leave under such circumstances, indicating a significant issue of workplace pressure and insecurity.
Moreover, 62% of workers are taking less time off compared to the previous year despite no notable improvement in wellbeing, indicating ongoing challenges. A survey by Champion Health highlights that poor mental health affects productivity for one in five UK employees, underpinning the critical need for addressing these issues.
The issue is compounded by management ’empathy burnout’, with two-thirds of managers operating without formal training and 71% lacking advanced ED&I training. This shortfall in training impedes their capacity to manage mental health matters appropriately within their teams.
It is also notable that just 50% of professionals acknowledge having access to a clear mental health policy at work, with another 26% unsure of its existence. This lack of clarity contributes to a culture of silence regarding mental health issues in the workplace.
Bamgboye suggests essential steps for employers: clear and accessible mental health policies, tailoring approaches to specific company cultures, and training leadership to facilitate open conversations about mental health.
Addressing mental health leave requires structured policies and training to foster supportive workplace environments.
