Anxiety. Depression. Unrealized expectations.

According to a recent study, this is the new face of today's workplace.

And it's a picture that increasingly includes Canada's youngest workers, who are dealing with higher than usual levels of mental health-related issues.

The problem seems to be going from bad to worse, says Rod Phillips, president and CEO of Toronto-based employee assistance firm WarrenShepell.

Rod Phillips

"Over the last three years we've seen a tremendous jump in anxiety rates among 20- to 29-year-old employees, and depression rates among employees under 20 years old are higher than in any other age group," Phillips says. The report produced by WarrenShepell, Workplace Mental Health Indicators: An EAP Perspective, studied data from 2,500 companies representing 123,000 employees. It suggests reasons for the increase in mental-health issues, the short- and long-term impact of them, and outlines possible solutions for employers.

Figures cited in the report show that of workers who accessed employee-assistance programs, those 20 and under reported the highest rates of depression at 10.6 per cent. Nearly eight per cent of employees between 20 to 29 reported depression, while anxiety symptoms were also most prevalent among this group, jumping to 4.58 per cent in 2003 from 3.43 per cent in 2001.

What this means is that young employees may be suffering from symptoms (to name just a few) that include fatigue, low interest, feelings of guilt and worthlessness, difficulties with problem- solving, decision-making and meeting goals.

The statistics point to a serious problem, one that Phillips believes will become a workplace "battleground" over the next 10 years.

A variety of estimates already peg annual health care-related costs and the loss of productivity in billions of dollars across Canada.

But the impact of mental health issues will likely become more acute because workplace skills increasingly rely on an employee's cognitive ability compared to physical capacity, Phillips says.

"We think these sorts of issues are important from an employer's perspective. But from a human perspective we think it's hugely important. These young people have a long working life and home life ahead of them."

There is no easy answer as to why depression and anxiety rates have jumped among younger employees.

On the "good news side," the increase may be because younger people feel less stigmatized about mental health issues and are willing to seek help, while older workers might be more reluctant.

Another explanation rests with expectations. Many observers say the younger cohort of workers runs into a brick wall of reality when they enter the workplace.

Throughout their school years, under-achieving students have been pushed ahead by the education system (often with encouragement from their parents), and when faced by workplace reality, they have a difficult time adjusting.

While there are many fine young workers who fit nicely into the workplace, in general terms the new cohort brings some interesting traits to the job: Many think they know everything, expect promotions and key assignments in short order, don't respect deadlines and although they want constructive feedback, they don't swallow failure well.

Additionally, they face tough competition for jobs and a rapidly changing workplace that offers no guarantees for security.

"I think it's fair to say that there is lots of pressure on young people today," Phillips says.

Beyond workplace reality, there are other risk factors associated with mental health, such as genetics, childhood experiences, neurochemical imbalances and psychosocial events that the report calls a "path" to depression. Similarly, anxiety disorders can be caused by evolutionary, developmental and biochemical factors. Situational factors such as perceived layoffs and transfers, the report adds, can trigger anxiety disorders.

It's a complex mix of factors. But the bottom line for companies is simple. "It fundamentally weakens them," Phillips says.

To put numbers into perspective, WarrenShepell says the average company it works with has about 500 employees. In that company, 23 people suffer from depression and half of those likely have an anxiety disorder.

"Individuals with a serious illness are less able to contribute over an extended period of time," Phillips says. "And they become a drain on the organization whether they are able to work or not."

But there are solutions. Greater awareness and subsequent changes in the workplace can be tremendously effective, and Phillips believes most problems can be overcome.

First, organizations with younger employees must realize that there is a probability they will have higher-level mental health problems. It's the organization's job to identify the scope and scale of the situation.

On a tangible level, Phillips says one of the best things leaders can do is to assess how their employees work, and then find ways to give them more control over their jobs. People who have clear expectations about their performance, regular feedback, and a chance for input and ownership of projects and initiatives tend to see themselves as in control, Phillips says.

"Research in the U.K. has demonstrated that people who had a greater sense of control in their work were less likely to suffer from mental and physical illness."

A good example of giving employees more control is in the automotive industry. The move away from the mundane assembly-line approach, where there was a lack of worker empowerment, to a team-based approach where workers follow components of the vehicle for a period of time has proved a success. "If people are working on an engine component and follow it along, they have a sense of beginning, end and closure ... right to the measurement of success, to seeing if it starts," Phillips says.

The report also urges organizations to support managers, many already over-burdened with work - and in some cases, suffering from mental illness as well. Not only should managers be trained to recognize problems, they need to understand the difference between stress and mental illness.

To be effective, managers require the time to know their workers' characteristics and understand what is "typical" behaviour.

Phillips understands that many managers are already run off their feet and spending more time getting to know staff adds to the load. He says organizations must ensure they have the right number of managers and the right kind of managers.

Some organizations are now training managers in what is called "mental health first aid," to help identify the signs and symptoms and then link those in need with an employee-assistance program or other supportive program.

Phillips notes that mental health care in the workplace pertains to all employees.

However, the under-30 group, which represents nearly one-third of the labour pool today, is growing in importance and size.

It's the group that's filling the gap as the Boomers retire. They are the future - the reason their mental health should concern everyone.

Web watch:
www.warrenshepell.com

(Mike Dempster can be reached at miked@businessedge.ca)