By Suleiman Tajudeen
…Continued from last week
CITIZENS COMPASS— …mental health is a core part of occupational health. The WHO Mental Health Action Plan 2013–2030 and ILO Guidelines now call for workplace mental health promotion, prevention, and support as a standard practice (ILO & WHO, 2022).
Today, resilience-building is viewed as both a prevention strategy and a business imperative.
Work-related mental health conditions are common globally:
– Globally: 1 in 8 people live with a mental disorder, and depression and anxiety cost the global economy ∼$1 trillion per year in lost productivity (WHO, 2022).
– Workplace impact: About 15% of working-age adults are estimated to have a mental disorder. Work can be both a risk factor and a protective factor depending on conditions (ILO & WHO, 2022).
– Africa/Nigeria context: Studies show high rates of burnout, stress, and anxiety among health workers, teachers, and civil servants due to workload, low pay, and job insecurity. However, data is limited due to under-reporting and stigma (Adelekan et al., 2019).
Risk factors in workplace
Workplace mental health problems arise from an interaction of job, organizational, and personal factors:
Job-related factors
– High job demands with low control: tight deadlines, excessive workload
– Poor work-life balance and long hours
– Job insecurity, low pay, lack of career growth
Organizational factors
– Poor management practices, lack of support from supervisors
– Workplace violence, bullying, harassment, discrimination
– Poor communication and lack of clarity in roles
Environmental/Societal factors
– Economic downturns, inflation
– Stigma around discussing mental health at work
Individual factors
– Pre-existing mental health conditions
– Limited coping skills and social support
Effects of poor workplace mental health
For Employees:
– Physical: fatigue, headaches, hypertension, weakened immunity
– Psychological: anxiety, depression, burnout, reduced concentration
– Behavioral: absenteeism, presenteeism, substance use, turnover intentions
For organizations:
– Reduced productivity and quality of work
– Increased absenteeism, sick leave, and staff turnover
– Higher healthcare costs and workplace accidents
– Poor morale and damaged organizational reputation (Harvey et al., 2017)
Prevention
Resilience is the ability to bounce back from stress and adapt. It can be built at 3 levels:
Individual level
– Skills training: Stress management, time management, mindfulness, problem-solving
– Self-care: Adequate sleep, exercise, healthy diet, boundaries between work and home
– Peer support: Mentorship, buddy systems, employee resource groups
Organizational level
– Healthy job design: Clear roles, reasonable workloads, employee input in decisions
– Supportive leadership: Regular check-ins, recognition, training managers to spot distress
– Policies: Anti-bullying and anti-harassment policies, flexible work arrangements, paid leave
– Mental health literacy: Workshops to reduce stigma and teach how to help colleagues
Community/system level
– Access to Employee Assistance Programs (EAPs) and counseling
– Linkages with primary health centers for screening and referral
– National policies aligned with ILO/WHO workplace mental health guidelines
Management
When problems occur, a four-step approach works:
Identification: Routine screening, manager training, and safe channels to speak up
Early Intervention: Brief counseling, peer support, and reasonable accommodations like adjusted tasks
Treatment & Referral: Link employees to clinical care, therapy, or medication via health facilities when needed
Return-to-Work Support: Gradual return, modified duties, and follow-up to prevent relapse
Key principle: Treatment + workplace adjustments = better recovery and retention (LaMontagne et al., 2014).
Mental health is not a “personal issue” — it is a workplace safety and productivity issue similarly prevention is cheaper than treatment. Building resilience reduces both human and economic costs. Leaders set the tone. A culture that talks openly about stress prevents crises generally and also help-seeking is a sign of strength, not weakness.
References
Adelekan, M. L., Abiodun, O. A., Imouokhome-Obayan, A. O., Oni, G., & Ogunremi, O. O. (2019). Prevalence and pattern of substance use among workers in a Nigerian industrial setting. _West African Journal of Medicine, 38_(2), 132–138.
Harvey, S. B., Modini, M., Joyce, S., Milligan-Saville, J. S., Tan, L., Mykletun, A., … & Mitchell, P. B. (2017). Can work make you mentally ill? A systematic meta-review of work-related risk factors for common mental health problems. _Occupational & Environmental Medicine, 74_(4), 301–310. https://doi.org/10.1136/oemed-2016-104015
For questions and medical consultations, contact: Dr. Suleiman Tajudeen, CEO and Director of Clinical Psychology, Clear Mind Psychological Consult, Km 15, Badagry Expressway, Ojo, Lagos. +234 803 402 4457
