In an increasingly complex and challenging work environment, a recent study by Mental Health First Aid England (MHFAE) and Henley Business School highlights a concerning trend: employees are feeling less psychologically safe at work. The proportion of workers who feel they can “bring their whole self to work” has dropped significantly from 66% in 2020 to 41% by the end of 2024. This decline raises critical questions about the underlying factors contributing to this trend and what can be done to address it.
The Role of Diversity and Inclusion Roll-Backs
Increasing Exclusion and Barriers
Sarah McIntosh, the chief executive of MHFAE, attributes the decline in psychological safety to roll-backs on diversity and inclusion policies, driven by U.S. political dynamics, and a rise in return-to-office mandates. These mandates, she argues, create barriers for diverse groups, including parents and individuals with disabilities, thereby exacerbating feelings of exclusion. The policies meant to bring people back into physical office settings often fail to consider the unique challenges faced by these groups. For example, parents may struggle with childcare arrangements, while individuals with disabilities might find office layouts and commuting difficult.
The impact of these policies is profound. Employees who feel excluded or unacknowledged are likely to disengage from their work and colleagues, leading to a decline in overall productivity. Psychological safety is paramount for fostering creativity, collaboration, and innovation. When employees are unable to be their true selves, they are less likely to contribute fully to team discussions, take risks, or propose new ideas. Consequently, companies that overlook the importance of maintaining robust diversity and inclusion policies may find themselves at a competitive disadvantage.
Disconnect Between Management and Employees
The study reveals a significant disconnect between management and employee perceptions of psychological safety. Managers often overestimate the extent to which employees feel psychologically safe, resulting in insufficient support for those struggling with the transition back to physical office environments. This gap in perception can lead to a lack of appropriate resources, guidance, and flexibility, which are crucial for helping employees navigate these challenges. Managers may assume that what worked pre-pandemic will continue to be effective, ignoring the evolving needs and concerns of their workforce.
Employees with protected characteristics are particularly affected. Over half of black respondents (54%) reported that their inability to be their true selves at work hindered their productivity. Similarly, 51% of gay or lesbian respondents indicated that such struggles negatively impacted their mental health. Only 25% of employees with existing mental health conditions feel they can be authentically themselves at work. These statistics underscore the urgency for management to bridge the gap in understanding and actively engage in building a more inclusive and supportive workplace environment.
Building Trust and Stronger Connections
Hybrid Working Challenges
Dr. Melissa Carr from Henley Business School emphasizes the importance of building trust and stronger connections for successful hybrid working arrangements. She points out that the workplace experience is far from fair or meritocratic, with diversity traits and individual experiences significantly affecting psychological safety, well-being, and productivity. To foster a truly inclusive workplace, organizations need to reinforce their commitment to equity, diversity, and inclusion initiatives, even in the face of growing adversities. This commitment involves actively listening to employees, understanding their needs, and adapting policies to create an environment where everyone feels valued.
An essential aspect of building trust is encouraging open communication. Employees must feel comfortable expressing their concerns, challenges, and suggestions without fear of retribution. Regular consultations and surveys can help management gauge the pulse of the workforce and identify areas requiring improvement. By cultivating a culture of transparency and mutual respect, organizations can enhance employee engagement, satisfaction, and retention, ultimately benefiting both the individual and the company as a whole.
Supporting Diverse Needs and Mental Health
In today’s increasingly complex work environment, a study by Mental Health First Aid England (MHFAE) and Henley Business School has revealed a troubling trend: employees are feeling less psychologically safe in their workplaces. According to the study, the percentage of workers who feel they can “bring their whole self to work” has sharply declined from 66% in 2020 to just 41% by the end of 2024. This significant drop raises important questions about the factors causing this shift and what can be done to improve the situation. Employees who do not feel secure mentally at work may experience heightened stress and decreased productivity, leading to broader organizational challenges. Addressing this issue is not only critical for employee well-being but also for the overall health of companies and their ability to succeed. Employers need to prioritize creating supportive environments where employees feel safe to express themselves. Additional research and proactive measures may offer insights into reversing this concerning trend and fostering a more inclusive, psychologically safe workplace.