Introduction
Depression is a silent killer. It has no respect for status, position, gender or financial standing. Employees irrespective of their current position can experience depression at work. Not even the Managing Director is immune from workplace depression. Research over the years revealed that depressed employees report significantly more health-related loss of productive time, higher rates of absenteeism and job turnover, than those without depression.
American Psychiatric Association (APA) portrayed Depression as a common and serious medical illness that negatively affects how we feel, think and act. According to World Health Organisation, Depression is a common illness worldwide, with an estimated 3.8% of the population affected, including 5.0% among adults and 5.7% among adults older than 60 years.
Depression may come as a result of internal and/or external pressures to meet work related deadlines. Depression can also set in as a result of pressure from the society, home and from the inability to meet the growing financial obligations. Managing workplace depression in such a way that health and wellbeing is not compromised is critical to success at work, now and in the future.
Signs of Depression
There are certain signs to watch out for while looking out for possible incident of depression at work. Managers, Supervisors, Colleagues, and HR Practitioners should look out for obvious signs of depressions at work.
The signs to look out for as major pointers to workplace depression include but not limited to the followings.
a. Restlessness
b. Feeling worthless or displaying obvious low self-esteem
c. Withdrawing from colleagues
d. Persistent sadness or moody
e. Trouble concentrating or maintaining focus
f. Suicidal Ideation
g. Complaints of unexplained aches and pains
h. Alcohol and/or drug abuse
i. Sleeping too little or sleeping too much
j. Decreased productivity
k. Difficulty concentrating, remembering, or making decisions.
If any of the above listed signs are being exhibited by employees who were once agile; this should call for a very serious concern and urgent intervention.
The possible solution
Managers and Human Resources department should work together in ensuring that depressed employees are provided with the needed support to bounce back.
The possible interventions could be in the form of being visible and available to help the depressed employees. Alternative work arrangement could also be worked out for depressed employees to reduce undue pressure.
Suicidal comments should never be ignored from employees as this is a good clue to reveal the danger ahead. Employees with suicidal comments should be referred to expert for professional counseling and healing intervention without delay.
Depressed employees must be intentionally involved in social activities at workplace to help address their withdrawal tendencies and get them engaged productively. Managers and Human Resources personnel must maintain the confidentiality of depressed employee’s status. Their condition must never be the subject of open discussion to avoid a dangerous relapse.
Organisations should also prepare employees ahead psychologically against possible future economic, social and environmental situations that could bring about depression. There should be a deliberate education of employees about depression with focus on causes, effects and possible solution. The working condition at the workplace must be such that is right and adequate to guarantee health and safety of employees.
Conclusion
Responsible organisations must build awareness about depression across the organisation. Creating awareness within the organisation has the potential for encouraging employees to speak up and not die in silence. Employer’s positive impact in helping employees navigate the turbulence may be a critical factor in future retention. Organisations should therefore make the experience worthwhile for depressed employees.
