Beyond Blue Monday

It’s 2024, your fingers are freezing, the pressure at work is building and someone on the packed tube just coughed [still potentially Covid] in your face. Not to make things worse, but today is also Blue Monday. According to Dr Cliff Arnall it’s this series of variables that makes today, January 15th, the bleakest day of the year – well, hooray.

Coincidentally, the ’Blue Monday equation’ has helped the travel company that commissioned it from Arnall in 2004, and others that followed suit, sell plenty of holidays. Marketing ploy aside, the melting pot of getting back to ’normality’ after the long festive break can prove difficult for many. Financial struggles, winter blues and flus, seasonal affective disorder and already abandoned New Year’s resolutions can worsen mental health challenges.

But it isn’t one single day of dread that should trigger concern about wellbeing at work. Last year’s data suggests there is continuous lack of progress in this area with disturbing repercussions on the health of employees that lingers long after the Monday blues. Colour standards company Pantone seems to have noticed – nurturing Peach Fuzz is its colour pick for 2024, a diversion from 2023’s vigorous Viva Magenta, suggesting that globally, this year in particular, we’re seeking a little more kindness and softness around the edges.

The interplay of mental and physical health in the workplace

There are so many factors to consider when assessing the mental health of a workforce. Employees could be wrangling with personal challenges at home, in their relationships or in their stage of life generally, not to mention dealing with concerns over rising bills. The period of reflection over Christmas may have seen some contemplate wider life goals that may not align with their current role or working patterns. 

Katharine Moxham, spokesperson for Group Risk Development (GRid) highlights the fact that many employers begin the new year very much focussed on their renewed ambitions for the business itself, adding, "it’s important to understand that employees may have also used the festive period to reassess their own lives and may return to work with additional plans and burdens.”

GRiD believes Blue Monday is an opportunity for employers to demonstrate that they aware of this and to be proactive in supporting the mental wellbeing of their staff. But as Blue Monday draws attention to struggles some might be experiencing with issues like depression and anxiety, there is a danger of ignoring the parallel importance of physical wellbeing. Poor physical health often triggers declines in mental health while stress and other psychological factors exacerbate physical illnesses. Companies hoping to build resilient, productive workforces in 2024 need comprehensive strategies addressing both sides of this coin.

Lack of physical health support 

The UK workforce misses a total of 146.6 million workdays annually due to illness and injury. When divided across all employees, this works out to around 4.5 sick days taken per worker per year, equivalent to nearly a fully working week.

Office for National Statistics data from 2019-2022 and revealed that while a whopping 18 million days per year, on average, are lost at work to mental health conditions like stress, depression or anxiety, 33 million days were lost to minor illnesses like coughs and colds.

A claims.co.uk spokesperson said, “From the company’s perspective, a reduction in workforce attendance can lead to productivity losses and delayed project timelines. Given the contagious nature of minor illnesses, it’s no wonder they frequently lead to sick leave as they can spread quickly. Many are also left particularly vulnerable when commuting on public transport to work.”  

Another key reason for missed workdays currently stems from musculoskeletal troubles including back pain, arthritis, injuries and more, with approximately 25 million days lost. Over 70% that are out of work due to such issues report multiple conditions.  As the workforce ages and growing obesity adds pressure, such problems will likely intensify. These conditions seriously impact quality of life and ability to perform job duties.

As claims.co.uk emphasises, “Sick days lost from work can have detrimental effects on both workers and the company. For employees, frequent absences due to illness can result in increased stress and workload upon return, negatively impacting their overall job satisfaction and well-being."

Cancer care still lacking 

With earlier diagnosis and better treatments, more employees are surviving cancer and aiming to resume careers post-treatment. But they struggle to reintegrate. Just 40% of those recovering from cancer feel companies provide adequate structured support managing lingering effects. Pain, fatigue, weakness and emotional volatility make it hard to jump back into demanding roles without accommodations, adjusted expectations, retraining opportunities and compassion.

Dr Julie Denning, managing director, chartered health psychologist at Working To Wellbeing said, “It’s crucial that employers understand how to prepare for both a phased, and personalised, return-to-work programme. Following a cancer diagnosis or treatment, an individual will often have to navigate changes in both their physical and mental health including fatigue, chronic pain, mobility issues as well as falls in confidence and mood."

Denning added, “Supporting colleagues with cancer in the workplace is not ‘just the right thing to do’ it is also a legal obligation. The 2010 Equality Act2 considers a progressive condition, including cancer, as a disability. Employers have a responsibility to make reasonable adjustments as part of a return-to-work programme to accommodate their needs with a specific individual and their specific role in mind.”

Solutions - Regional and demographic differences matter 

As we enter 2024, the insights allow us to make some predictions about ongoing and emerging issues affecting the health of the workforce. Understanding these trends can help employers better support employee wellbeing. While the focus on mental health support is a positive step that needs continued effort, support for physical health shouldn’t be side-lined as a result.

Considerations around office spaces and working environments need to factor in the importance of ergonomics, accessibility, flexibile scheduling and health coaching.

Solutions will also need to consider that health issues manifest differently across locations and groups. Workers over 50 currently take over twice as many sick days as younger counterparts. Women take 50% more than men. Employees in the Northeast or Wales see higher absence rates than other parts of the UK. Programs tailored to address more prevalent conditions by location and demographic will use resources most efficiently.

The principles remain constant even as specifics shift. All employees deserve tools and understanding to maintain both physical and mental health despite any challenges they face. Building resilient, inclusive cultures starts with accessible leadership, safe spaces to share struggles, and reasonable flexibility when possible.

Debra Clark, head of wellbeing at Towergate Health & Protection, said, “Rather than viewing Blue Monday as a time to curl up and avoid the world, employers can take the chance to promote mental health awareness, to offer support and to make sure that they have the right provision in place.”

Clark added, “Typically people only take notice of the things that directly affect them. If they are not suffering from mental health issues at the time, they will likely ignore any messages regarding mental health support. This is why it is vital that a wellbeing programme has all elements regularly communicated, so that support is front of mind at the time that it is needed.”

With intention, companies can tackle the issue together with employees and emerge healthier. While the charity Samaritans dismisses Blue Monday as a myth, saying "We all have our good days and our bad days, and those aren’t for the calendar to decide," it also stresses the importance of remaining aware of these issues throughout the year, and being ready to provide the appropriate support, whenever that might be needed.