HR's role can leave it exposed to emotionally distressing material on a regular basis. Without adequate support, it is not surprising that many in the sector experience mental health difficulties.
Despite widespread awareness of workplace threats to mental health, little research examines the impact on HR. A search for ‘HR mental health’ in Google Scholar returns precisely zero studies investigating the mental health of HR professionals in the first 10 pages.
However, there is an HR mental health crisis that has been simmering under the radar. A survey commissioned in February by my business, Ultimate Resilience, a wellbeing training provider, found that almost half of respondents reported clinically significant symptoms of depression and anxiety (46% and 41% respectively), compared with just 16% for both in the general population, according to the Office for National Statistics.
A cause for concern
The devastating impact of mental health problems is well documented. Anxiety and depression are known to wreak havoc on work functioning, motivation, concentration and confidence. But when HR professionals experience mental health struggles, the effects extend beyond their personal wellbeing and performance, bringing damaging consequences for colleagues, employees and the wider organisation.
Read more: Mental health awareness could be "going too far"
With declining personal resources, HR people lack the time or emotional energy to check in with employees, listen to their concerns or offer support. They may also fail to recognise unhelpful coping patterns, such as overworking, that undermine their resilience and negatively impact work relationships. In severe cases and without appropriate support the individual ceases to function at work and needs extended time off to recover.
The case for supervision
In view of the inherent emotional challenges and very real mental health impacts of HR work, it is clear that a new and tailored approach is required to turn the mental health crisis around. In particular early, preventative measures must be put in place to help HR people identify their mental health needs and to address them effectively.
This will require a shift to a professional culture that prioritises mental health and ensures HR has access to regular support.
Read more: Mental health days: do they work?
Unlike other people professions, like psychotherapy and nursing, HR professionals rarely have access to regular systems of support such as supervision.
Supervision is when a professional has regular meetings with a supervisor who helps to provide support, reducing risks of poor performance and stress. It is a chance to talk about the confidential work they are doing, with an experienced colleague.
Already established as an effective method of development and emotional support in other people-centred professions, supervision has significant potential to fill the HR needs gap. It provides a consistent safe space providing opportunity to step back from and process difficult aspects of the job.
Supervision allows the employee to leave work at work. This is essential for rest and recovery, building resilience and sustaining motivation and engagement.
With high levels of identified need and an increasing recognition that current approaches are not working, it is time for HR to embed a more robust support system into the profession. Supervision could well be the answer.
Felicity Baker is co-founder of Ultimate Resilience
