There is always more to learn when it comes to mental health and the science behind the methods that are used to improve and enhance wellbeing and wellbeing in the workplace. Many of the scientific approaches and studies utilise empirical evidence to determine the outcome of their studies and are conducted using large samples of participants. There are however, still certain gaps in the knowledge base when it comes to who the methods work best for and why. Scientists work continuously on this subject in attempt to bridge this gap of knowledge.

During the Coronavirus pandemic, many millions of people around the world experienced a new change in their routines when many countries enforced a stay at home policy. The new way of living demanded a new way of working. The need to work from home proved to be great for some but difficult for others. Post pandemic research showed that working from home was especially difficult for those attempting to work in small spaces, or for those with children at home, or for those sharing houses with numerous people, who are also attempting to work from home themselves, or also for those living alone and finding the isolation difficult to manage. The research concluded that although many people actually enjoyed working from home and found that it suited their lifestyles much more, others found the experience to be lonely, with depression, anxiety and stress related problems increasing dramatically. Slowly, people started to return to the workplace as the virus numbers dropped and restrictions were lifted, however the need for employee wellbeing assistance and mental health services in the workplace and when working from home was now more in demand then ever before.

The science of wellbeing and mental health and the studies that have been conducted showed, firstly, that both leaders and employees need to make an investment of time and effort into finding out what wellbeing solutions work best for their company and for their employees and to then make the commitment across the organisation to follow the advice and also to engage in the activities that are on offer, in order to ensure that the wellbeing scheme is successful. Businesses should also draw on existing scientific evidence to understand which approaches are likely to have the biggest positive impact on their workforce. Leaders should also ensure that they measure the efficacy of the solutions on offer, in order to be able to illustrate the impact that the wellbeing interventions have had in both the short and long-term across the organisations' employee base.

Scientific studies have determined that the following areas are the methods to consider as the most effective solutions for mental health and wellbeing:

Reducing stress - A study conducted on the treatment of stress and stress related issues illustrated that the response to physical exercise and advice has only a moderate rate of effectiveness. Substantial improvement occurs when methods such as meditation are employed. In the study, well over 50% to 65% of patients receiving active treatment using meditation and mindfulness showed vast improvement when compared to 30% in of those using physical exercise techniques alone.

1-1 Talking sessions - In the treatment of patients with recurrent anxiety or depression, statistics have shown that talking/counselling therapy sessions and the use of Cognitive Behavioural Therapy (CBT) are highly effective when it comes to creating positive emotions and a positive outlook, both at work and home. One study showed that the use of CBT and talking therapy lowered relapse and recurrence rates from 80% to 25% over a 2 years period.

Screen breaks - Evidence shows that even though working from home or flexible working can allow for more freedom for employees to work to their preferred hours, but the truth is, many employees end up working nonstop, for hours on end, to get their work done. Studies have shown that intentional moments away from the screen, to look up, relax or walk around can actually improve attention, productivity and can enhance memory. One study conducted by Harvard University proved that the longer an individual sits at their computer, the more difficult it becomes to focus. Attention, according to this study, decreases once continuous screen time goes beyond 30 minutes. Reduced consecutive hours at the screen also enhances and optimizes memory and creativity. 3 minutes break from the screen every 20 minutes is sufficient to rejuvenate attention based brain patterns.

Wellbeing training - Research conducted by leading HR firms has been pretty conclusive in the view that HR managers are starting to prioritise employee wellbeing and mental health, with a focus on nurturing and training. Online workshops and activities, including courses in mental health awareness for example. The HR survey found that 68% of senior HR leaders rated employee wellbeing and mental health as their main priority at work, with over 70% of respondents offering workplace flexibility. Over 50% of these HR responses stated that they are a department offer employee benefits such as counselling sessions, or training and live sessions and workshops as well as the licensing of meditation apps.

Flexible working - Flexible working has been proven to benefit mental health in a recent study by Deloitte. Over 70% of respondents to the survey preferred a flexible working arrangement, and the numbers of employees that specifically stated that it helped improve their mental health was also high. Allowing employees to reduce the pressure on the balance of their work and home lives is evidently beneficial and it does not require a mental health professional to deliver it.

Management support - One of the most consistent findings in the research carried out on a sample selection of employers is that management support of employees and of their mental health has a huge influence on how effective the wellbeing services, usage and interventions are in reality. The results showed that if management ignored signs if stress and mental health issues in the workplace, then employees were less likely to use provisions to help themselves and would therefore feel the need to seek support outside of the workplace. Where management support and encouragement was present, more improvement, facilitation and engagement was reported.