Employers told employees that ‘healthy work’ is about more than just access to EAPs.

Employers have been advised that a healthy work environment is more than simply buying external services like employee assistance programs (EAPs).

Simon Dixon is the head of policy and influence at the Royal Society for Public Health. He has written a blog arguing that while EAPs are valuable, they are often underutilized. Often, as little as 3% or eligible employees take up EAPs each year .

Dixon said that healthy work was created by the organisational culture, starting with how work is structured.

He added that “fair pay, autonomy and control” are all building blocks for good work. They not only reduce stress and improve mental wellbeing but also foster a culture in which people feel empowered to improve their own physical health.

He stressed that the importance of line managers and managers in creating a healthy workplace could not be understated. For most people, the meaningful way they interact with their employer is via their manager. “HR departments and leadership, particularly in large organizations, can be distant with little impact on day-today work environments,” said Dixon.

“Despite this, most managers are promoted because of their skills and not because they’re great managers.

We know that a supportive supervisor can make the difference between being able to access support quickly and having to leave work because of deteriorating health. Although there are training and support available to help managers perform this role, the take-up rate is too low.

He added that “shifting this dial” – where every manager actively supports their staff’s well-being – was a crucial first step to creating healthy work.

Dixon said that the current system of fit notes is often viewed as “binary”, with people being able to continue working as normal up until they reach a certain threshold, beyond which it is not appropriate for them to do any work.

Dixon explained that, instead of encouraging people to move between systems gradually, they often face a binary decision whereby they are labeled unfit for employment, and not supported in doing what is best for them.

“Resolving this problem means encouraging employers in a meaningful case management with supportive absence management procedures. We need to have a stronger relationship between occupational healthcare and management so that both parties understand each other’s needs and offers.

Dixon, who is currently working on the Keep Britain Working review , highlighted the fact that for many employers health support still represents a cost with a low return on investment.

He said that while many employers are aware of the benefits of adopting a more supportive attitude, it is difficult to quantify and they are reluctant to share data about absence rates.

“At the exact same time, when an offer is made, awareness and take-up are often lower than what we would like. To change this, it is important that all managers are aware and comfortable of the services available and that staff members are encouraged to use them.

Dixon said that employers who offer health care support at the highest level are more likely to see positive outcomes.

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