Law firm Pinsent Masons is collaborating with a number of its major banking clients as well as fellow law firms to tackle workplace stress. The group has developed a set of best-practice, behavioural principles called the Mindful Business Charter (MBC).The purpose of the MBC is to let there be something left in the tank at the stage when you do have to put your foot to the floor
"The intention is to help everybody to have a better working life experience and create a working environment where you are not always working full pelt," says Kate Dodd, diversity and inclusion consultant with Pinsent Masons. "The purpose of the MBC is to let there be something left in the tank at the stage when you do have to put your foot to the floor."
According to Niall Campbell, senior associate at Pinsent Masons, the MBC provides organisations with an opportunity to meaningfully support employees in changing the way they work and managing the risk of work-related stress.
“While there are many existing workplace programmes that raise awareness of mental health or provide support, the MBC has a specific focus on the avoidable working methods and interactions that can cause unnecessary stress,” he explains.
Delegation
All of the MBC’s signatories have committed to its principles, which are centred on communication, respect for working hours and considerate delegation of tasks. “In signing up to the MBC, an organisation pledges to promote a culture of openness about mental wellbeing, ensuring responsible business is included as an area of assessment during significant procurement processes and to drive forward the actions and necessary change in support of the charter’s principles,” Campbell adds.
The link between excessive working hours, stress and mental health issues is at the heart of the charter.
Mental health issues impact people at all levels and in all sectors. Changing work practices have increased those pressures significantly
“Working long and often stressful hours in professional and financial services organisations is nothing new,” Campbell notes. “While advances in technology have undoubtedly led to welcome improvements in the working environment, in my experience, that comes with ever greater expectations of quicker turnaround times and 24/7 availability. That in turn leads to increased and prolonged workplace stress, which is known to be a significant contributor to mental health issues. Outside of normal working hours, work-related interruptions are shown often to have a significant impact on how employees feel about their jobs and on their personal relationships. Have we now gone past the point of no return?”
‘Responsibility’
Pinsent Masons senior partner Richard Foley agrees: "Mental health issues impact people at all levels and in all sectors. Changing work practices have increased those pressures significantly. It is not good enough to just accept that as the price we have to pay. We have a responsibility to make changes."
The signing of the charter is just the start of a process, according to Campbell. “Improving mental health and employee wellbeing will not happen overnight,” he says. “As with any culture change, a sustained effort is required over a long period of time. In order to measure its impact, performance against the MBC’s principles will be audited regularly. While it is unrealistic to think that it is possible to completely eliminate pressure from the workplace, the MBC is designed to encourage more mindful, respectful working practices and to create a platform for employees to speak out at times when they are under stress.”
Pinsent Masons is actively encouraging other organisations to sign up to the MBC.
“The MBC has sent a clear message within the signatory organisations that there is no longer a taboo on the issue of mental health,” says Campbell. “That is a huge first step and we would like other organisations to join us.”