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*Organisational philosophy on health promotion and mental ill-health prevention.

*Draft strategies for stress prevention and management, based on identification of mental health needs via the process of audit.

*Details of staff training programs, including management training and stress management courses, specific training of personnel managers on mental health, and health education of the workforce, e.g., mental health education within induction training programmes for new employees.

*Descriptions of the roles and responsibilities of employees at all levels of the organisation in respect to promoting mental health, including senior managers, line managers, personnel managers, occupational health services, staff associations and trade unions, and employees (for themselves and their colleagues).

*Details of the processes of auditing, monitoring, and evaluation.

*Estimated costs and time schedule for implementation.

Crucial to the success of a mental health policy is that it should be developed by a working group that includes representatives from all levels and sections of the organisation, including personnel/human resource managers, health professionals such as occupational health nurses, physicians or psychologists, senior management, and employee representatives. It should also be applicable to all staff, regardless of age, sex, ethnic origin or grade.

3. Implementation

 

To convert the policy into practice throughout the organisation. This relies on the commitment and co-operation of all employees, headed by management at the most senior level. Any mental health policy should be reinforced by regular monitoring and evaluation against performance indicators, such as reductions in sickness absence and improvements in job satisfaction as demonstrated by regular auditing. Revision of the policy in line with review findings should permit its continual improvement, alongside a parallel improvement in the mental well-being of staff.

Employee Assistance Programs

 

Access to professional counselling services can be invaluable in assisting the recovery and rehabilitation of stressed employees. The number of organisations providing such services is increasing. Employee assistance programmes (EAPs) are a way of providing confidential information and counselling that is independent of the employer. EAPs can provide referral to appropriate support services, including counselling support, for employees and their family members, through services such as a 24-hour telephone counselling/help line. The services are usually provided by an independent outside agency and paid for by the employer. In-house counselling is another option for bigger employers. The British Association for Counselling and the UK Employee Assistance Professionals Association are the main sources for information on these issues.

The Post Office has provided its employees with an EAP which has substantially reduced staff absenteeism and other indicators of mental ill health. A particular advantage of EAPs is that they can be used to provide feedback to employers, on a confidential basis, about recurring problems