The United Nations System Mental Health and Well-being Strategy is aimed at creating an
inclusive, sustainable work environment where mental health and well-being is embedded
in the organizational culture and systems – where each and every one belongs, is valued,
nurtured and thrives, ensuring an efficient workforce delivering on our promise of a
better world.
As a supporting document for the Strategy, the Implementation Guide serves to assist
United Nations organizations in mainstreaming psychosocial health and well-being into
the culture of the United Nations. The Strategy’s focus on creating a healthy workplace
is underpinned by specific administrative and process-related indicators which that will
facilitate this change.
Out of recognition that this is a workplace mental health and well-being document, these
initiatives are focused on the workplace. This includes a focus on preventive measures,
investment in mental health and well-being programmes, education to reduce stigma and
ensuring that there is equal access to high-quality psychosocial support, as directed in
the Strategy.
While the Guide is focused on collecting data for the three pillar areas of prevent, promote
and support, as outlined in the Strategy, other activities may also form part of an overall
action plan, depending on the needs of the organization. Out of recognition that not every
pillar indicator is equally applicable to every United Nations entity, the indicators are not
meant to be used to compare groups, but rather to create benchmarks that organizations
can use to measure progress.
Developing a mental health and well-being action plan
“Workplace mental health and well-being action plan” refers to a coordinated and comprehensive set of strategies that includes programmes, policies, benefits, environmental support and links to resources designed to meet the mental health and well-being needs of all personnel.
The systematic process of building a workplace mental health and well-being action plan
includes the following four main steps, as shown in the figure below:
Step 1: Assessment
In the first step, data are collected to assist organizations in deciding where to focus
resources. There are three data collection levels to consider, which cover the key areas of
people, programmes and initial funding. Ideally, assessment teams should include people
with lived experience.
● Interpersonal: elements of personnel’s workplace network, which includes managers
and co-workers
● Organizational: elements of the workplace structure, culture, practices and policies
such as benefits, health promotion programmes, work organization, and leadership
and management support for workplace well-being initiatives
● Environmental: elements of the physical workplace, such as facilities and settings
where employees work, as well as access to and opportunities for health promotion
provided by the surrounding duty station
Data sources for this assessment may include but are not limited to a psychosocial
assessment tool, sick leave data, the use of employee assistance programmes or
counselling services by topic, job satisfaction surveys, the UN-Wide Health Survey, and
internal data collection methods (surveys, questionnaires and personnel inputs).
Step 2: Planning and management
During this phase, resources are identified on the basis of the priorities identified in the first step. The resources may include:
● Senior leadership: individuals who will serve as role models, communication leaders
and champions within management
● A workplace coordinator/focal point or working group to oversee the plan
● The financial resources necessary to execute the plan
● A communications strategy to inform all personnel of priorities, resources and how
to join the effort
Examples of terms of reference for the Working Group can be found on the United Nations Healthy Workforce website.
Step 3: Implementation
It is important that mental health and well-being action plans include actions from across
all the key pillars and indicators outlined in annex I.
They may include:
1. Policies and practices related to mental health and well-being: formal or informal written statements that are designed to protect or promote the mental health
and well-being of personnel. Supportive policies affect large groups of personnel
simultaneously and have an impact on the working environment. Examples may
include return-to-work policies for those coming back after experiencing a mental
health condition, standard operating procedures for reasonable accommodation,
and policies that allow for greater autonomy for workload management, telecommuting and work-life harmony.
2. Mental health and well-being programmes: may include training and education
(such as the “Lead and Learn” programme or stress management) and access to
counselling services (in-house or external).
Step 4: Evaluation
The evaluation stage of the project is important for two reasons. First, it allows information
to be gathered on ways in which the plan can be improved over time. Second, it provides a
way in which to define the value of the plan for senior management.
Four key areas for inclusion in the evaluation are reflected in the scorecard. They are based on the three key pillars and cross-cutting issues outlined in the United Nations Mental Health and Well-being Strategy. The areas can be used at all stages of the project, including to inform initial data collection, assist in creating the plan and, lastly, implement and evaluate. The scorecard will be the tool used for evaluation at the High-level Committee on Management level.
To read full guidelines https://www.un.org/sites/un2.un.org/files/un_system_mental_health_and_well_being_strategy_for_2024.pdf