Workplace mental health and wellbeing takes on many forms in today’s construction industry.
Through my work in safety across multiple sectors, I have seen the construction industry in Australia make significant progress in terms of addressing mental health and wellbeing issues. Over the past 20 years, there have been notable changes in attitudes and practices surrounding mental health.
What might have been considered the norm and accepted in the past, such as not expressing one's feelings, being ostracised, isolating, or belittling individuals for expressing their mental health concerns, is now recognised as inappropriate and counterproductive.
The industry still has a long way to go, but awareness, acceptance, and facing the challenges of mental health issues have improved, creating a more supportive environment for workers in the construction industry.
It is true that workplace mental health and wellbeing initiatives have become more prevalent in the construction industry, such as Mates in Construction, the availability of Mental Health First Aiders on site, and EAP (Employee Assistance Program) services, to name but a few.
However, despite their availability and efforts to reduce stigma, these resources are still underutilised in many cases.
There remains the remnants of a persistent culture of male machismo and stoicism in the industry, which can make it challenging for individuals to openly address their mental health struggles and seek help. Efforts are ongoing to address this cultural barrier and promote a more supportive and open environment for mental health in the construction industry.
Although this may be a generational anomaly, it will eventually dissolve and evolve.
When my first daughter was born, I took one month’s leave to support my partner. However, amidst the "banter" directed towards me at work, was mocking laughter, and I received comments suggesting that it was a waste of time. Additionally, there were more vulgar remarks aimed at me that are too inappropriate to mention, all in the name of male machismo.
I consider myself a resilient person, but the experience took a toll on me. First, it affected how I perceived myself and my colleagues. Additionally, it had a negative impact on my mental health, as I was made to feel that I was somehow doing something wrong according to my workplace.
On the whole, the notion of taking one month off, let alone six months which is now the norm and supported, was that of lunacy! The interesting part was the sorrow, longing, and sadness I felt when I went back to work. What I may have been missing was the first word, first steps, as my daughter was growing under the eye of my partner.
In another instance, I was asked to baptise one of my best friend's daughter. However, I had just started a new and "important" job, and I dared not ask for leave to travel interstate. The workplace culture at that time was very draconian, which made it difficult for me to make the request.
It remains a decision that I regret to this day.
Recognising the importance of prioritising family and personal wellbeing is crucial and should not be viewed as a negative decision. Resilience does not mean handling everything alone, and seeking support is a sign of strength. It is crucial to prioritise self-care and reach out for help when faced with challenging situations like these.
Fortunately, those close to me were supportive during this period of my life. Throughout my career, I have been fortunate to have progressive and supportive managers. However, I have also encountered some individuals who held outdated beliefs, considering work as the primary purpose in life.
This further reinforces the notion that people often leave not because of it being a bad job; they leave because it’s a toxic workplace. Effective management and leadership play a crucial role in creating a positive work culture and environment and retaining motivated employees.
The construction industry is indeed experiencing positive cultural changes, with some notable changes, including:
Gender Diversity
There is an increased participation of women in both blue and white-collar roles within the sector. This greater gender diversity brings fresh perspectives and valuable contributions to the industry.
Flexible Work Arrangements
There are trials, such as implementing five-day (as opposed to six-day) work weeks. The Queensland construction industry is leading the way here and exploring flexible working arrangements. These changes aim to improve work-life balance and enhance employee wellbeing.
Parental Leave
Another significant development is the implementation of paid parental leave for both parents, with some progressive businesses offering up to six months of leave for both parents. These changes reflect a more inclusive and family friendly approach within the construction industry.
If any positives were to be derived from the COVID experience, especially in Victoria, the most locked-down state in the world, was that flexible work arrangements could work.
The way we address and view work can be altered to allow workers to fulfil work commitments whilst achieving better work-life balance. Technology plays a major part in allowing working remotely achievable.
Many construction businesses and businesses in general have work-life balance policies in place. The underlying belief system behind these policies is commendable. However, for them to be effective, they need to be wholeheartedly supported across all layers of senior management, not just the policy makers and signatories.
Without comprehensive, across the board support, these policies may end up alienating the workforce and reinforcing the perception that senior management are disconnected from the needs of their employees.
To truly promote work-life balance, it is essential for the commitment to be embraced and consistently implemented at all levels of any organisation. Buy-in is a must!
I had previously worked on a site where the Project Manager was usually the first one in at 6am and the last to leave at 7pm.
The Graduates, Project Coordinators, and Project Engineers at this project had dare not leave until the Project Manager had left the site. Were they being productive? No! They were being present.
This could be any site in Australia or even the world; this story is not unique.
Presenteeism, or the culture of being physically present at work even when unwell or not productive, can indeed have detrimental effects on younger workers or any worker in the construction industry. These workers may feel pressure to sacrifice personal activities, family commitments, team sports, and social interaction in order to meet the expectations of the work environment.
This can lead to burnout and fatigue and could be the trigger that potentially results in the beginning of life long mental health issues. It is important for employers and senior management to recognise and embrace the importance of work-life balance and create a supportive work culture that values the wellbeing of their employees.
Encouraging flexible work arrangements, promoting open communication, and providing resources for mental health support can help address these challenges and foster a healthier work environment for all workers, including the younger generation.
Again, if COVID lockdown taught us another important life lesson, there is more to life than work. Being fulfilled in all aspects of one’s life is more important.
It is already evident that businesses that have embraced mutually beneficial work-life balance, promote a positive workplace culture, and embrace mental health challenges will continue to retain and attract the best talent in the industry and thrive into the future; the other businesses will be left behind to their detriment.
Herein lies the challenge for the industry:
• How equipped are our managers to have a conversation with their team on mental health?
• Does your wellbeing policy resonate with your people, and are you achieving the outcomes you purport to pursue?
• How do you tackle the psychosocial issues and hazards that arise?
• Are you embracing a proactive approach to this issue or awaiting the inevitable knee-jerk reactive approach?
• Is your workplace a place where you would happily send your loved ones?
• Will your current approach enable you to thrive into the future, or will your business be merely a steppingstone in someone's career until they find the place where their talent as a worker and as a human being will flourish and be appreciated?
• The culture you cultivate is not just a reflection of your business; it is a testament to the values you uphold and the care you invest in your people.
Your people are your business, your brand. What does your brand reflect?
Bill has gained vast experience across several industries, allowing his interpersonal, leadership, management, and organisational skills to flourish. He has a talent for developing and nurturing relationships and is equally effective working within a team or when leading others, encouraging high performance in those around him. Bill’s understanding and passion for the important sphere of Occupational Health and Safety led him to work in the field within construction where he has established himself as a highly competent and respected professional.
