There are many reasons why, as an ethical organisation, you will want to be able to offer therapy for every employee. It is well-researched that there is an economic impact when anxiety and mild-moderate depression of employees are ignored. There are also other aspects to consider.
Here are the basic assumptions for you to make in your calculation as to the economic impact of absenteeism, presenteeism and replacement of non-performance due to mild-moderate depression.
Take the average wage of full time staff in your organisation (as a guide, the average wage in the UK is £25,600 per annum).
Divide this by 233 days (365 days in a year, minus weekends, minus 20 days holiday and 8 days bank holiday).
16 days per person per year are considered to be unproductive due to mild-moderate depression and anxiety.
(Average Wage of £25,600 / 233 days) * 16 unproductive days = £1,758 per person per year.
The simple sum now is to multiple £1,758 by the number of Full Time Employees in your organisation.
Bear in mind that, if you have teams of people responsible for revenue generation and their performance is stalling, then this is in addition to your final figure.
When it comes to the sense of psychological safety in your organisation, it goes beyond the immediate tangible of £1,758.
There are causal links between a lack of a sense of safety and innovation. At a time when organisations around the world talk about innovation and corporate entrepreneurship (intrapreneurship), there is also a rise in work-related stress. So we see a need for innovation, but a reticent workforce.
Greater transparency shines a light on corporate governance and compliance. A lack of psychological safety means that ethics can not only be compromised, but the chance of someone stepping forward (whistleblower) diminishes.
Presenteeism will rise. Presenteeism is 3-4 times more prevalent than absenteeism. Take a look at the total number of sick days of your staff and then multiply it by 3. This will give you some idea as to how many visible presenteeist days are manifesting themselves in your organisation. Add to this, people working in the gig economy are frightened into coming into work as there is the threat that their work will be withdrawn.
Culture takes a hit. Locally (in a team) and on a wider basis (customer engagement, supplier management, etc.), someone who is struggling tries to internalise a lot of their feelings of anxiety and depression but the reality is that, in most cases, we can sense that something isn’t right. This can shift a whole culture as issues go unaddressed, complaints made, performance falls, etc.
Cohesion & Dynamics are affected. The success of any form of team rests with psychology, communications, and behaviour. If someone is underperforming and focusing increasingly on what is going on within themselves, then they are less well equipped to build relationships.
Litha in the workplace
Litha is a proactive member of your team – building relationships with everyone who wants to speak to her. As a psychotherapist, Litha can be the point of early intervention – something that Deloitte identifies as being in the region of a 6:1 ROI for your enterprise.