The Impact of Depression on the Workplace

Transcription

1 The Impact of Depression on the Workplace

2 Incidence of Depression 1 in 10 2 nd Leading People who suffer from a depressive illness in a given year, according to the Centers for Disease Control and Prevention Cause of disability worldwide is depression, or major depressive disorder (MDD), and WHO predicts it will become the leading cause by the year 2030 The following were the leading causes of new disability claims in 2013 in the United States*: *Council for Disability Awareness 2014 Long-Term Disability Claims Review 1. Musculoskeletal 2. Cancer 3. Injuries/Poisoning 4. Cardiovascular Conditions 5. Mental Disorders

3 Implications of Depressive Disorders for Employers 70% Percentage of INCREASED MEDICAL CARE COSTS as a result of depression, as compared to costs with similar individuals without depression Health care RESOURCES ARE CONSUMED by employees who are depressed and aren t receiving treatment

4 Do You Know What Depression in the Workplace Looks Like? What Depression Feels Like Slowed thoughts and difficulty thinking Lack of Concentration Forgetfulness and difficulty remembering Trouble making decisions Reduced interest, low motivation How Depression Looks to Coworkers Poor quality work Procrastination, accidents on the job Poor quality work Procrastination, indecisiveness, slowed productivity Presenteeism- just showing up Self-medication In MEN: irritability, anger In WOMEN: tearfulness, upset Sleep disturbance, can t get going in the A.M. Missed deadlines, absenteeism Poor Relationships and low morale Late to work

5 A Closer Look at Loss in Productivity Depression is estimated to cause 200 MILLION lost workdays each year In a 3 month period, patients with depression miss an average of 4.8 WORKDAYS and suffer 11.5 days of REDUCED PRODUCTIVITY

6 Medical Mental health/substance abuse Pharmacy Disability Presenteeism and lost productivity Absenteeism Overtime to cover sick-day absences Unrealized output Overstaffing Temporary workers Stress on team members Recruitment Hiring costs Retraining Indirect costs = $80-100B An Employer s Guide to Behavioral Health Services, National Business Group on Health, December 2005.

7 Measuring the Problem: The Impact of Depression at Work Audit (IDeA)

8 The Impact of Depression at Work Audit (IDeA) Objectives Results Secure an assessment of: Public understanding of the COGNITIVE SYMPTOMS of depression and the IMPACT of depression on the ability to work; Employer RECOGNITION of the cognitive symptoms of depression, UNMET NEEDS in training and support for employees with depression; STIGMA as a barrier to improving the identification and management of depression. 23% 2/5 64% U.S. respondents DIAGNOSED with depression in their lifetime Patients who took TIME OFF OF WORK (average of 10 days/year) as a result of their diagnosis Respondents reported that COGNITIVE-RELATED challenges have the most impact on their work performance

9 The Stigma of Depression Often, depression is not addressed due, in part, to the stigma surrounding mental illness. In fact: 58 percent of surveyed employees diagnosed with depression indicate they HAD NOT TOLD THEIR EMPLOYER of their disease 49 percent felt telling their employer would put their JOB AT RISK and, given the economic climate, 24 percent felt it was TOO RISKY TO SHARE their diagnosis with their employer People do not seek help on their own because: They don t know/don t want to admit they re depressed They are afraid it will adversely affect their employment status They are embarrassed They feel alone They don t know where to seek help

10 Let s Take a Step in the RIGHT DIRECTION Employees WANT their employers to HELP them improve their health and get the most from their health and wellness plans More than a third of managers RECEIVE NO FORMAL SUPPORT OR RESOURCES to guide their employees who have depression Every $1 invested by employers in enhanced depression care YIELDS APPROX. $3 in the form of productivity gains by employees* People struggling with depression will be LESS IMPAIRED at work if they seek help and, with treatment, the majority of those suffering from depression WILL GET BETTER *Lo Sasso AT, Rost K, Beck A. Modeling the impact of enhanced depression treatment on workplace functioning and costs: a cost-benefit approach. Med Care 2006;44:352 8.

11 Offering a Solution: The Right Direction Initiative

12 The Right Direction Initiative Employers can improve the wellbeing of their employees with the right tools, such as the Right Direction initiative Right Direction is a depression awareness initiative for the workplace Goal: increase awareness about depression, reduce stigma and encourage people who need help to seek it How: provide employers the opportunity to address depression in the workplace, including free, turnkey materials for worksite education to increase employee help-seeking behaviors

13 Support for Employees: Material Assets Website: RightDirectionforMe.com Patient Health Questionnaire 9 questions version (PHQ-9) screening tool Signs and symptoms, getting help How depression feels & how it looks to coworkers Materials Library 11 different Posters, 3 Intranet articles, 4 Logos, 2 Pocket cards Promotional items Tips to manage stress pocket cards Bear-shaped stress balls

14 PHQ (2 and 9-question versions). Tool preferred by primary care and MH professionals. Keys to DSM symptoms, assesses severity. Includes symptoms that affect work performance. Research supports its use in measurement-based care.

15 Support for Employers: Material Assets Field Guide with business case and FAQs Guidance on how to plan and implement the initiative Documents to guide discussions with EAPs and other vendors Newsletter, intranet content for ease of use PPT decks to secure alignment from C-suite to educate and support managers

16 Getting Started Field Guide Get company leadership and managers on board Talk with your vendors about the initiative Create a calendar Rollout Engage front line managers Spread the Word Measuring Success Planning and evaluation guide Sustaining Success Long term integration Ongoing calendar

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18 Employee Awareness Posters Below sampling of posters (3 out of 11 available) provide insight into materials available at the employers disposal

19 & It s FREE

20 Employer Examples

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22 How Employers Use Materials: We have formed a working group within our EAP and HR operations to explore Right Direction as a viable option for our organization. Discussed with Program manager; working with our marketing team to develop materials. Health promotion activities; sending s with links to the Right Direction site. We developed a PowerPoint using the provided template and now we are getting ready to launch some training for our managers, supervisors and executives. Posters, presentations to employees/managers, open enrollment communications, Rolled out to employer groups at EAP educational event. Offered resources and directed to website. We had Right Direction and our EAP together at our benefits fair. Internal newsletter articles and manager meetings. Co-branding of communications, partnering on employee and supervisor training Link is listed in several internal websites for managers and employees. PPT is available to managers for meetings. Hanging posters, discussing program with employees via HR department Brief presentations given at all staff meetings. Webpages, training sessions, giveaways at open enrollment, employee appreciation events Right Direction employer survey February 2015

23 How Employers Use Materials: Distributed stress ball bears to all of our staff As an EAP we have used much of the material in presenting information to our member companies. We have also promoted the website to our member companies. Sent educational with website link to employees and distributed information in our newsletter. Distributed fliers at benefits fairs Hanging Posters in break rooms and incorporating our current EAP program into the promotional materials. We use the information as resource material on our wellness portal as well as our internal human resources listings. Posters in break rooms, presented to managers, lobby displays, bulletin boards throughout facility. Posters hanging around campus Posters throughout the building, presentations to management and employees, brochures distributed to employees/spouses, etc. Providing material directly to employees Including the Right Direction logo on wellness materials I am doing presentations for managers and hope to help employees who suffer from mental illness We include with benefit materials and our HR Mgr portal Right Direction employer survey February 2015

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28 Happy Celebration

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30 Evaluation :

31 Evaluation :

32 Anticipated Outcomes Right Direction will help employers gain: Healthier, more productive employees Decreased disability costs Less turnover Retention of valued employees Increased utilization of & collaboration with EAP

33 Raising Awareness of Depression at Work: Kent State University s Successes and Learnings

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35 About Kent State University Founded ,076 Students (Spring 2015) 214,000 graduates worldwide Alumni representing 50 states, 100 countries

36 Academics 1 st Tier Ranking U.S. News & World Reports Best National Universities for colleges across 8 campuses 300 undergraduate and graduate programs 280+ majors and minors

37 About Human Resources Centralized HR for all campuses 3,906 full-time employees 2,808 part-time employees 39 Human Resources employees 3 collective bargaining groups The Chronicle Great College to Work For : 4-time winner NorthCoast 99 Best Places to Work : 4-time recipient

38 Depression Can Be Unbearable As seen with many employers, MENTAL HEALTH IS ONE OF THE TOP DRIVERS OF HEALTH AND DISABILITY CLAIMS at Kent State University (KSU). While further examining our top claim drivers, we found the following: Depression is frequently cited as a SERIOUS MEDICAL CONDITION necessitating family and medical leaves RISK FOR DEPRESSION WAS SIGNIFICANT when reviewing online health risk assessment data Antidepressants ranked in THE TOP 5-10 MEDICATIONS UTILIZED in the KSU health plan More than $2 MILLION ANNUALLY SPENT on depressionrelated treatment for employees, and their families

39 A Step in the Right Direction In 2012, KSU began launching its five-year strategic employee wellness program, taking a more holistic approach to health management including a focus on PERSONAL WELL-BEING, WORK-LIFE BALANCE and MENTAL HEALTH: including the Right Direction initiative Right Direction: a first-of-itskind, FREE depression awareness campaign designed to provide employers with the tools needed to address and manage the effects of depression for employees.

40 Implementing Right Direction at KSU Liaised with Employers Health to learn about integrating Right Direction with KSU s EAP, provided by IMPACT Solutions Customized initiative presented to KSU senior leadership and buy-in secured Developed implementation plan detailing the rollout of Right Direction and a communication plan to spread the word Trained managers on how to recognize depression and how to support employees affected by the disease Executed an awareness campaign to staff, including onsite education Developed metrics to assess the success of the initiative

41 Widespread Launch Tactics Educational Sessions IMPACT Solutions provided 36 education and training sessions across all campuses that reached more than 400 managers and employees. Employee Events Right Direction and IMPACT Solutions included in 10 enrollment fairs serving 800 people and at an employee appreciation event attended by 1,600 employees. Customized Materials KSU customized, displayed and distributed Right Direction materials: posters, flyers, coasters and newsletters, which were cobranded with IMPACT Solutions. Ongoing Communication Outreach included monthly management update, wellness newsletter articles, and monthly wellness s featuring Right Direction and IMPACT Solutions branding.

42 Widespread Launch Tactics: Posters

43 Widespread Launch Tactics: Website

44 Widespread Launch Tactics: IMPACT on the Web

45 Widespread Launch Tactics: Newsletter

46 Widespread Launch Tactics: Employee Meetings

47 Measuring the Success of Right Direction Aside from employee interest in participating in the initiative, KSU has seen success by implementing Right Direction, including: An increase in traffic to the EAP website surrounding mental health issues. A 10 percent increase in web hits with mental health information. An increase in the number of people calling into the KSU EAP with mental health as their primary claim (15 percent to percent in first year post launch). An increase in EAP utilization rates (percentage of EAP utilization over a six month period went from percent in year one to percent six months post launch).

48 Steps to Our Success 1. Engage Leadership 2. Engage Management 3. Measure Success 4. Sustain Communication Engage leadership to secure alignment in implementing Right Direction and discuss with vendors about how the initiative will work within your current EAP framework Engage front-line managers to help them understand the crucial role they play in the success of Right Direction and spread the word of the initiative to raise visibility to employees Determine specific metrics you will use to measure success and work with your health and wellness partners to include aggregate data about EAP utilization and disability claims Don t lose momentum-start planning for key dates and events in the coming year to ensure the initiative stays top-of-mind at your workplace

49 REE FREE FREE & It s FREE FREE FREE FREE FREE FREE FREE FREE

50 Partnership for Workplace Mental Health Collaboration with employers to advance effective approaches to mental health. 1. Promote the business case for quality mental health care, including early recognition, access to care and effective treatment. 2. Highlight employer case examples and facilitate peer-to-peer dialogue. 3. Provide tools and resources to help employers take action.

51 Employer Resources Employer website Employer stories (60) Mental Health Works Quarterly newsletter Business Case tools Literature reviews Calculator tools (depression, alcohol & substance use disorders) Issue briefs on specific topics Parity law, stress and resiliency, etc.

52 Employer Case Examples Searchable database of 47 employers Program type (EAP, Disability/Case Management, Integration/Partnerships, etc.), # of employees Industry type Location Keyword

53 Employer Case Examples Employer # of EEs Industry Primary Regions Programs Described Caterpillar 93,000 Manufacturing US- Midwest Disability/Case Management, Disease Management, Employee Assistance Program, Integration, Wellness Cerner Corporation >5,000 Information US- Midwest Community Partnership Chevron 56,000 Utilities US- West Employee Assistance Program, Health Plans, Integration, Wellness Cisco Systems 57,000 Communication US- West, US- Northeast, US- Midwest, US- South, International Disease Management, Employee Assistance Program, Evaluation/Metrics, Integration, Provider Communication, Wellness City of Colorado Springs 2,735 Public Administration US- Midwest Disease Management City of Kansas City, Missouri (KCMO) Clackamas County, Oregon 4,650 Public Administration US- Midwest Community Partnership 2,100 Public Administration US- West Wellness DuPont 60,000 Manufacturing US- South Employee Assistance Program, Health Plans, Wellness Family Dollar 44,000 Retail Trade US- South Disability/Case Management Florida Power & Light Company (FPL) 12,500 Utilities US- South Employee Assistance Program H-E-B 70,000 Retail Trade US- South Disability/Case Management, Health Plans, Wellness Hallmark Cards >18,000 Manufacturing US- Midwest Community Partnership

54 Collaborative Research on Stress and Resilience 46 multidisciplinary employer representatives Interviews and discussion groups Multiple industry sectors For copies, link to: ions-surveys/study-examines-employer- Perceptions-of-Stress-and-Resilience- Intervention.aspx

55 Employer Practices: Active, outbound intervention Screenings, information, resources, & benefits Disease management/ Case management Disability management (Return-to-work) HRAs/Screenings & coaching Information, webinars, education Medical benefits Employee Assistance Program (EAP) & behavioral health benefits Values, ethics, & mission/role alignment Organizational leadership, culture, & management practices Communication (face-to-face, at multiple levels, conflict resolution, predictable structure) Career & life development/balance Training (Manager/supervisor & employee) Health champions Connectedness, meaning, belonging

56 Collaborating Matters: Moving from disparate program silos to integrated work performance, total health management, well being, and thriving HR Benefits Wellness Communication Operations EAP Disability Management Occupational Medicine

57 Additional Resources:

58 Emotional Ergonomics Program called ICU: Identify the signs Connect with the person Understand the way forward together Built on DuPont s core values: Safety and Health Environmental Stewardship Highest Ethical Behavior Respect for People

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60 Marcas Miles Senior Director, Marketing & Communications Employers Health Clare Miller Director, Partnership for Workplace Mental Health American Psychiatric Foundation

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