Workplace Charter

MAKE SUICIDE AWARENESS, SUPPORT AND PREVENTION  A WORKPLACE PRIORITY

a. Senior leadership commits to the Charter principles and becomes signatories. One senior leader takes responsibility for the implementation of the Charter and the policy actions that underpin it. In larger organisations it may make sense to have a workplace mental health committee.

b. Lead by example in creating a culture of psychological safety and a workplace that values its employees and their families. (1A)

a. Share fallibility – Be authentic, be open and demonstrate learning from  mistakes at all organisational levels.

b. Make clear that employee voices matter – set the stage for open engagement.

c. Actively invite input – do not assume people will tell you what they are thinking.

d. Respond productively – ensure your staff are not shamed or shut down when they use their voice.

e. Create a sense of belonging and a culture where people are encouraged to seek help when they need it and provide support to others.

c. Have a named delegate in each team (depending on organisational size) who supports the delivery of the Charter and who takes responsibility for identifying areas for improvement. These individuals would be sponsored by the named senior leader with overall organisational responsibility for charter implementation.

d. Create temporary or permanent flexible working arrangements wherever possible (1B)

e. Encourage staff to work together on tasks, share skills and ideas, and to get involved in social activities – team rather than individual working is a proven protective factor for suicide prevention  (1C)

f. Build a safe workplace culture (anti-bullying, anti-discrimination), and demonstrate zero-tolerance with effective follow-up for behaviours that make the workplace unsafe.

Use clear, and consistent messaging about suicide for internal communication, and induction training

a. Consider creating awareness raising information, using for example some of the materials provided in the HOW section of this charter, which help break down common stereotypes and myths about suicide  (2A)

b. Use appropriate, respectful and person-centred language in all communication regarding suicide. (2B)

c. Embed Charter principles into staff induction processes.

d. Ensure social media and other communications reflect the principles of this Charter and speak with one voice about mental health.

e. Regularly review all printed and online materials to ensure that all messaging touching on mental health, mental illness or suicide is supportive, responsible and up-to-date.

f. Provide avenues for staff to have input into safe communication and give feedback.

g. Make use of those with lived experience; empower and encourage them to have input on activities and communications around mental health if they wish to share. Turn their openness into a positive that is valuable to the organisation.

Implement suicide prevention, early detection, postvention and supportive services

a. Make use of protective technologies that can help detect and prevent crisis. (3a)

b. Recognise staff who are at greater risk of high stress (including line managers), mental ill health and suicide; provide additional support from early signs of distress through to crisis. (3B)

c. Ensure education and training that means all staff, managers and leaders know how to notice the signs that may be a cause for concern and how to have open conversations about this; use regular review meetings to check on wellbeing and to build resilience through stress management and mentoring/reverse mentoring schemes (3C)

d. Treat mental health and physical health with equal rigour. Consider the adjustments you might make if someone has a broken leg, for example, and act with equivalent sensitivity. Ensure your policies refer to both mental and physical health

e. Support staff to stay at work, or return to work, through programmes that include modified role, work schedule or duties. Ensure the focus is on helping employees to reintegrate, and continue to feel part of the team.

f. Develop flexible absence management policies that encourage staff to feel comfortable using their leave for both mental and physical health issues and support people during and after absence.

g. Have a clear communications and postvention plan for responding to a suicide attempt or death. (3D)

Embrace those with lived experience

a. Make effective use of in-house expertise including colleagues who wish to share their experiences in the development of company policy and services design. (4A)

b. Ensure that staff with lived experience of mental illness and suicide are involved in any review or design of policies, guidelines, staff information and training related to mental health.

c. If applicable and appropriate to your organisation incorporate peer support and ally groups into the workplace structure or signpost external organisations that run free peer support schemes. (4B)

Promote crisis services and other resources providing suicide prevention advice, counselling, training and support

a. Develop the capabilities of management and staff by facilitating and providing Suicide Prevention training skills that will enable them to recognise someone at risk of suicide. Include this training within induction training for all new staff. (5A)

b. Develop appropriate plans or policies to respond to traumatic incidents that may arise including support for those bereaved by suicide. (5B)

c. Develop internal and external mental health support and promote the confidential nature of this support – Employee Assistance Provider (EAP) schemes, HR, peer supports, mental health first aiders (if appropriate), GP access, national and local charitable resources. (5C)

d. Ensure those providing support e.g. mental health first aiders, line managers etc are appropriately supported themselves. (5D)

e. Ensure crisis information and support are visible throughout the workplace through any pre-existing communication means (5E)

f. Make visible and promote the help and support that is available.

Promote the charter to increase suicide awareness, support and prevention 

a. Promote the Charter principles to other organisations and the broader community (6A TBD)

b. Are there opportunities to engage with organisations that you work with and that are not yet signed up to the Charter and explain its importance?

c. Facilitate regular collaborative planning days with staff on how to action workplace mental health initiatives. Develop means of tracking progress.

d. Focus on maximising positive mental health and providing support for suicide prevention central to the culture of your organisation; be loud about the benefit as one of the excellent reasons to join your company.

e. Use events such as World Mental Health Day and World Suicide Prevention Day to showcase ongoing efforts. Make this loud and visible, consider giving organisational Corporate Social Responsibility days where applicable on days individuals wish to undertake activities of their choice throughout the annual calendar to promote culture of openness (e.g. Women’s day, Black History Month, LGBTQIA+ days). Make sure that the marking of one-off awareness days are backed up with continuity.  Every day is suicide prevention day.

f. Use the Baton of Hope UK Logo on your company material to show your commitment to suicide awareness, support and prevention in the workplace. Contact Hello@batonofhopeuk.org