[1] Gordon, G. and D. Peterson. 2014. What works: Positive experiences in open employment of mental health service users. Auckland, New Zealand: Mental Health Foundation of New Zealand. p. 49.
[2] Gordon, G. and D. Peterson. 2014. What works: Positive experiences in open employment of mental health service users. Auckland, New Zealand: Mental Health Foundation of New Zealand. p. 39
[3] Health and Productivity Institute of New Zealand, The Health and Productivity Institute of New Zealand: Best practice guidelines. 2013, Health and Productivity Institute of New Zealand New Zealand.
[4] Australian Human Rights Commission, 2010 Workers with Mental Illness: a Practical Guide for Managers. 2010: Australia.
Costs and Benefits“ … the very act of dealing with a mental illness often gives people extraordinary strength of character.” Mental Health Commissioner, Julie Leibrich There are clear benefits for workplaces in retaining staff who experience a mental health problem during their working lives. One New Zealand public sector employer comments:
“And the real world is that there are a vast number of people with mental illnesses but the world goes round, life goes on and you’ve got to accommodate them and some of them are brilliant. I mean Terrence is one of those finds that, that we’re extremely happy with." [1] - Glen A private sector employer has similar comments to make:
“He communicates well; he is a really hard worker. He is very intelligent; he is top quality and he is very well respected in the industry. He is a model type employee. Hopefully he will retire here." [2] - Shazza Denying the existence of mental health problems will affect both your profits and the smooth running of your workplace.
| Benefits of good practice |
Costs of bad practice |
| Better productivity and
increased sales |
Increased sick leave
and attending work while sick |
| Improved creativity |
Greater employee conflict |
| Increased customer satisfaction |
Higher injury rate |
| Enhanced reputation as
a good place to work |
Negative reputation as
a bad place to work |
|
|
Research-based evidence: - Poor health is expensive for both employers and taxpayers, costing up to an estimated 15% of hours worked, or 8.5% of GDP. Workers with poor health cost their employers almost $2,000 per annum more than their healthy colleagues.[3]
- Productivity is related to work engagement. Research completed by JRA in 2010 indicates that only 35% of New Zealand employees feel fully engaged in their work, and that less engaged employees take an average of four times as many sick days as those who are more engaged.[3]
- Stress costs money. Australian research shows that 3.2 days per worker are lost each year through workplace stress, and that 25% of workers take time off for stress related reasons. Australian businesses lose $6.5 billion each year by failing to provide early intervention for employees with mental health problems.[4]
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