Surgeon General Releases Framework for Workplace Mental Health & Wellbeing

The U.S. Surgeon General released a new priority framework for addressing workplace mental health and well-being. In a report outlining the framework, Surgeon General of the United States and Vice Admiral of U.S. Public Health Services Vivek H. Murthy, M.D., M.B.A.  emphasized the increasing need for workers to better manage daily stress and receive support from their workplace.

Surgeon General Murthy notes the impact of the COVID-19 pandemic in changing the nature of work and the relationship many workers have with their jobs.

“The pandemic also sparked a reckoning among many workers who no longer feel that sacrificing their health, family, and communities for work is an acceptable trade-off. Organizations are also increasingly aware of another trade-off: when the mental health of workers suffers, so does workplace productivity, creativity, and retention,” the report explains.

Today, surveys compiled by the Surgeon General’s office indicate 76 percent of U.S. workers report at least one symptom of a mental health condition, 84 percent say their workplace conditions had contributed to at least one mental health challenge, and 81 percent report looking for workplaces that support mental health in the future.

The framework report is meant to serve as a foundation that workplaces can build on to enhance mental health and well-being for their employees.

The framework outlines five essential support areas, all centers on the worker’s voice and equity. The five essential areas are (1) protection from harm, (2) connection and community, (3) work-life harmony, (4) mattering at work, (5) opportunity and growth.

Each of these areas are grounded in human needs. For example, area one–protection from harm–is linked to the human need for safety and security, while area four–mattering at work–is linked to the human need for dignity and meaning.

In the report, Surgeon General Murthy outlines key components for each area and provides additional resources to guide employers.

For example, in area two–connection and community–key components include creating culture of inclusion and belonging, cultivating trusted relationships, and fostering collaboration and teamwork. On the connection and community resource page, employers can find a directory for free and law-cost counseling and training through the U.S. Small Business Administration, a toolkit on disability inclusion, an accommodations directory, a toolkit on improving social relationships in the workplace, and a directory for the Center for Peer Support.

The key components of area five–opportunity and growth–include offering quality training, education, and mentoring; fostering clear, equitable pathways for career advancement; and ensuring relevant and reciprocal feedback. Resources on the opportunity and growth resource page include a toolkit on achieving workplace change, a research paper on bridging advancement gaps, and tips on professional development opportunities employers can offer.

Finally, the report includes practice examples to highlight how different organization have incorporated the framework into their workplace.

The report includes an example from 9-1-1 dispatchers, a profession known to experience a high rate of burnout due to the inherently stressful and traumatic nature of the job. In a research study led by the University of California, dispatchers received a weekly email for six weeks featuring a story of a dispatcher’s work experience. The emails included a prompt to encourage workers to reflect on their experiences and share positive stories with their coworkers. The stories were collected and stored in an easily accessible online database. The email concluded with a prompt asking dispatchers to share stories of peers who were strong mentors, these stories were featured in subsequent weeks. The results of the study were significant.

“Dispatchers who received these emails reported a decrease in burnout,” according to the study. “One model suggested this intervention can reduce turnover by 50%, resulting in cost savings for organizations. For instance, according to the model, a city with 100 emergency dispatchers could save more than $400,000 in recruitment and training costs from turnover. These findings suggest that low-cost interventions for building social connections, helping workers feel valued, and creating a platform for trusted work relationships can mitigate burnout and contribute to worker well-being.”

“By sharing stories, dispatchers were able to highlight the challenges of the job and find commonality while supporting their peers. This fostered a greater sense of belonging as more dispatchers were able to empathize with the stories and challenges shared by colleagues. Approximately two-thirds of participants asked that the weekly emails continue,” the report explained.


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