Mental Health and Marginalized Communities

Building an environment focused on trust and safety is essential to successful workplace mental health initiatives. This crucial step gives employees, including those from diverse backgrounds that face additional challenges, the confidence they need when seeking resources and support for their mental well-being. Organizations must prioritize confidentiality so that all workers disclosing any condition can do so with peace of mind.

Employees of color may be less likely to access resources due to privacy concerns. During the listening sessions, EARN learned that people who are multiply marginalized often lack trust in employers' ability or willingness to guarantee their safety and protect them from possible repercussions of sharing personal information at work. To help ensure everyone is comfortable accessing assistance, organizations should emphasize transparency in the process, clarify exactly how personal data will remain confidential, and reassure workers that disclosure of personal information will not influence advancement opportunities.

Creating and cultivating an environment of mental health and inclusion requires conscious effort. Awareness of individual histories and trauma are important components in creating a safe workplace for employees. This includes considering the history of trauma that may cause emotional distress for individuals in specific communities. It also demands sensitivity from managers when acknowledging painful events impacting employees and implementing practices that provide an environment where workers feel supported during challenging times.

Employers should recognize that diversity often exists even within a cultural group. For example, in Native American communities, different tribal nations often have their own unique approaches to healing practices, such as talking circles. This highlights the importance of not making assumptions about individuals or groups based on generalized information.

A key mental health strategy is to appreciate the complexities of diverse communities. This means that rather than using umbrella terms when discussing race, gender, or other factors, be as specific and detailed as possible–such as noting nationality rather than just “Southeast Asian”—in order to better understand their unique experiences. Doing so helps establish an atmosphere for empathy and understanding between cultures.

Partnerships between employers and employees can promote mental health awareness and build a more supportive work environment. These collaborative efforts will help ensure that initiatives related to diversity, equity, inclusion, and accessibility (DEIA), well-being and employee resource groups (ERG) are not conducted in isolation but instead form an integrated system designed to support workers and have greater impact.

Organizations should proactively communicate information and resources related to mental health, both internally as well as externally, for example, at events the organization hosts. Moreover, employees should feel empowered to seek support without fear of repercussions or judgment due to stigma. Language around mental health should be explicitly included in existing documents that focus on available benefits and resources that support well-being. Leaders within organizations also have an important role when creating a safe atmosphere for open communication about these issues.

Employees and employers should work together to develop appropriate strategies and support systems for mental health at work. These systems should be culturally responsive and account for individual experiences with marginalization–otherwise, they may be ineffective.

If a culturally responsive network is not available or if training materials fail to account for individual experiences within larger contexts such as race/ethnicity, gender identity, etc., it can be detrimental when attempting to foster meaningful conversations around mental health. One should also consider cultural humility while designing flexible approaches that consider how intersecting identities impact the experiences of workers. This involves approaching cultural differences with a willingness to learn, listen, and adjust to employee needs.

Participants in EARN’s listening sessions emphasized the importance of offering flexible work arrangements to help promote mental well-being. Specifically, remote or telework options may help people with disabilities navigate anxiety and depression connected to COVID-19. These flexibilities also reduce stress and give employees who are caregivers more opportunity at work. They also help increase recruitment of people with disabilities, including those with mental health conditions.

To support the mental health of employees, employers can provide more extensive benefits and services. This may include additional time off for mental health days and no-cost access to telehealth counseling sessions. In general, offering more flexible options for accessing care is important.

Language barriers can impede access to mental health services. Listening session participants shared their experiences of facing obstacles, such as a need for Spanish-speaking counselors when they sought help. To make sure that everyone has equal access to needed resources, consider translating support information into other languages or provide listings that include providers who offer services in different languages.

Leadership buy-in is essential to make effective organizational changes. To promote workplace mental health holistically, employers must address inclusion in areas such as hiring and evaluation practices. This includes making sure they consider candidates who speak different languages and use varying work approaches.