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This week marks Mental Health Awareness Week, but the challenges of mental illness in the workplace require continual focus.

In fact, a new UK study shows the stress that many people feel in the workplace — and the ways workplace behaviors might contribute to the issue.

The Guardian (UK) reports: “The mental health of the UK workforce is in a grim state, according to a major new survey. More than three quarters of the 20,000 workers aged 16- to 64 who took part said they had experienced symptoms of poor mental health, and nearly two thirds of those with mental health problems felt work was a factor.”

The piece cites a study conducted by the UK charity “Business in the Community” — its Mental Health at Work Report 2016. The Guardian states that the study “found a shocking lack of employer awareness and responsiveness. More than half of the employees who disclosed their symptoms of poor mental health said their employers took no action. A minority of managers (22%) surveyed said that they’d had training in spotting and supporting employees who are struggling, and most managers (63%) said they felt obliged to put the interests of their organisation above the wellbeing of team members.”

Indeed, the study's findings present data that might encourage any manager to consider serious ways to address mental and emotional health in the workplace:

• “A majority of employees have been affected by symptoms of poor mental health.”
• “There is a concerning disconnect between employees’ experience in the workplace and what those running the company believe is taking place.”
• “Line managers are having to respond to something they know little about.”
• “A pervasive culture of silence remains entrenched across workplaces.”
• “The threat of disciplinary action when experiencing mental ill health is very real.”
• “There are big differences between women and men in relation to workplace mental health.”
• “The experience of mental health at work greatly differs between generations. Younger workers (18-29 years old) are more likely to experience symptoms of poor mental health but feel less con dent about discussing it with their manager.”

The report also offers some recommendations, including:

• “Embed wellbeing into organisational culture.”
• “Send a clear message of parity of esteem between mental and physical health to normalise conversations around mental health.”
• “Invest in providing employees with basic mental health literacy so they can spot the signs when they or a colleague may need help.”
• “Ensure all employees know where to go for guidance and are equipped to start a conversation about mental health with colleagues they are concerned about.”
• “Ensure managers are supported to manage their own wellbeing, via their own managers and appropriate resources and training.”
• “Regularly communicate to line managers the support they can draw on when supporting colleagues.”
• “Instill an understanding in every employee that everyone has a state of mental health as they
  do physical health. Use awareness campaigns regularly to communicate this message, such as Time to Talk Day, Mental Health Awareness Week and World Mental Health Day.”
• “Work with change-makers, including key leaders, HR and other specialists, and wellbeing champions, to equip them with the con dence and knowledge to promote an open climate where discussion of mental health becomes normalised.”
• “Provide employees with a clear wellbeing offering, starting at induction, and reinforced on a regular basis, including resources to support employee resilience and mental wellbeing.”
• “Include employees in discussions to develop exible, bespoke solutions to their mental health support needs, i.e. reasonable adjustments and Wellness Action Plans.”