The construction industry, well known for its “suck it up” and “get it done” culture, experiences the most suicides of any business sector. It’s an epidemic that no one realizes is raging. To further compound the issue, in 2016 suicide was the second leading cause of death to ages 15-24 and 25-34, the prime employment age for those entering the construction industry.
The underlying issue is related to the mental health of employees, including whether or not they are effectively coping with the relentless pressure of their lives. This is not a new issue; however, in today’s world, these issues are often aggravated by social media influence and paychecks that just don’t stretch far enough. Additionally, the construction environment itself fosters the problem.
Construction tends to be seasonal work with varying shifts, and job security is among the constant stressors for workers. The pace can also be quick when work is in abundance. The nature of construction work regularly presents situations where high-risk activities and expectations to do the job right and fast add to the pressure. Further, heavy labor can lead to injuries or chronic conditions and the drugs prescribed only add to construction’s abuse problem. All of this can further complicate an individual’s mental well-being.
One construction company experienced five suicides in the last 10 years. The leadership team believed it was something no one truly got over. Yet no one had seen any of them coming. The signs are there if one knows what to look for. More importantly, spreading the message beyond just recognition of the signs and understanding that acting on them could potentially save someone’s life.
Most workplaces do very little in the way of suicide prevention. It is typically reactive in nature to help their employees through their grief when a co-worker commits suicide, and usually grief counselors are made available for a short period of time. However, in many cases, people are still processing an incredibly profound life event and the impact has not set in during that time. The reality is that in many work environments, not just construction, the social dynamic does not always present an opportunity to share what is going on in someone’s life and make sense of it, let alone be greeted with empathy.
Educating workers starts by sharing information in an authentic, meaningful way, such as small group formats or during a breakout session at an annual training meeting. This is not the type of training session that should happen when covering other topics or on a noisy jobsite. This topic deserves some individualized consideration. If the subject is best handled by a third party, consider working with the company’s employee assistance program and an insurance broker to facilitate the company’s health insurance carrier.
Start by providing information on signs of stress, observable symptoms of depression and suicide awareness. Approximately 70% of those who die by suicide make direct or indirect statements related to their suicidality. Reinforce that this is not about diagnosing, but simply identifying a concern and reaching out to coworker or notifying human resources for guidance. The risk factors and warning signs need to be openly discussed. Among them are:
- Risk factors:
- a family history of suicide or a history of trauma;
- suffering from a serious physical illness;
- having attempted suicide;
- financial or relationship pressures;
- lack of support networks; and
- cultural stigma over mental health.
- Indicators of mental stress:
- weight and appetite changes;
- chronic headaches;
- a tight chest;
- anxiety and indecision;
- loss of motivation;
- increased sensitivity;
- low self-esteem;
- increased smoking and drinking;
- withdrawal or aggression;
- reckless behaviors; and
- difficulty concentrating.
The key to reversing this alarming trend is to create a supportive, open environment at the employer level, emphasizing that bad things may happen in life to individuals or coworkers, and that “coping” really isn’t just a matter of “sucking it up.” Emphasize that it may require the help of a professional, just like one would seek a doctor when ill. When productivity, quality and safety are affected by this issue, it very much is an “employer” problem to help solve.
Three questions to ask to gauge an awareness at the company level
- Most construction workers have the number to the payroll person, and how to call off, but would they know how to easily reach their employee assistance program?
- Would their supervisor be able to handle a conversation with an employee presenting the need for help?
- Would their coworkers appreciate the sensitivity of the need to talk and treat them with respect?
The answer to these questions is typically no, unless a genuine effort has been made to create awareness and capabilities. If not, don’t wait.
