Is Maternal Mental Health causing a Generational Crisis?
With a strong correlation between maternal mental health and the increase in children's learning disabilities, how much to blame are stressors in the workplace for a generational mental health crisis?
KNOWLEDGE
Statistics are already alarming regarding the amount of people suffering from mental health disorders but even more concerning in pregnant and postpartum mothers:
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It's estimated that around 15-20% of pregnant and postpartum women experience mental health issues, with depression and anxiety being the most prevalent conditions.
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Suicide is a leading cause of maternal deaths in the UK within a year after childbirth.
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Women returning to work within the first 12 weeks postpartum are associated with a higher risk of depressive symptoms due to experiencing lower levels of well-being and higher levels of work-family conflict.
Mental health in pregnant and postpartum women is more crucial than we think, not just for the wellbeing of mothers, but for the development of the younger generation. Mental health is shaped from an early age by a multitude of factors- as early as the womb. Research has found that stress experienced by pregnant women can significantly impact the mental well-being of the foetus. Stress triggers hormonal changes, including rises in cortisol and adrenaline levels, not only affecting maternal behaviour, but even leading to genetic changes by altering gene expression, predisposing the offspring to mental health disorders later in life. For example, there is a clear correlation between depressed pregnant mothers and children diagnosed with ADHD. This correlation could be one of many reasons behind the 40% rise in the number of pupils with an Education, Health and Care Plan in England over the last 5 years.
However, traditionally viewed as purely biological, the increasing prevalence of mental health issues year-on-year suggests a more complex picture. Humans are deeply social creatures, influenced by the environment; whilst maternal stress is found to biologically influence the genetic development of a foetus, it also negatively influences maternal behaviour including caregiving and bonding, factors that also impact an infant's social and emotional development. Consequently, stress experienced in the workplace by mothers does not just directly impact them but impacts their families.
As we look at the bigger picture, it would suggest that stress factors employees experience in the workplace have a domino effect onto their children. Therefore, if organisations were to reduce the environmental factors that contribute to stress, depression and anxiety, especially for those who are pregnant/are returning to work, we could potentially prevent the decline of mental health on a greater scale across generations.
IMPACT
Depression is the result of suppressed emotions—an inability to express ourselves freely. This feeling is only exaggerated for many new mothers retuning to work, highlighting the need for employers to create environments where new mothers feel safe and empowered to express their feelings. By proactively putting measures in place to prevent the decline of mental health including stress, depression and anxiety, organisations can automatically support the wider issue of mental health across multiple generations. Measures could include:
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Confidential maternal counselling and support:
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Counselling should be delivered by an external professional provider/VCSE as part of a robust Employee Assistance Programme (EAP) with tangible measures.
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Support should be delivered externally via local support groups, or internally through dedicated Maternal Champions who can support new parents returning to work by coaching them using lived experience.
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Provision of bespoke wellness programmes designed for pregnant employees / new mothers should be offered, alongside educational resources for physical, mental, and emotional well-being e.g., postpartum fitness, nutrition for breastfeeding mothers, stress management, time-management and mindfulness.
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Flexible work arrangements including shift flexibility during pregnancy, phased return-to-work programs and remote working, would allow employees to better manage their work-life balance and appointments, reducing stress and burnout.
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Specialist training programs and workshops to equip managers with the skills to recognise signs of stress and maternal specific disorders such as post-natal depression, so they can support each team member and their individual needs effectively.
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Paid appointment time /antenatal class time supporting the wellbeing of expectant mothers.
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Larger companies: free/subsidised childcare through own childcare delivery, or with a local partner. This attracting offer would decrease leave required from employees and appeal to new talent/retain talent.
We can also draw inspiration from countries like Finland, recognised as the happiest country in the world, renowned for their strong social cohesion and community support. Organisations can introduce a sense of support to expectant mothers pre and post partum through:
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Peer support networks providing the opportunity for employees to connect with other new parents, offering mutual support through lived experience and understanding.
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Fostering a culture of inclusivity, empathy, and authenticity. Companies can achieve this by delivering regular team-building activities, promoting collaboration, and celebrating diversity, supporting new mothers’ re-integration into the work.
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Supportive benefits/gestures of support e.g., pregnancy massage / new-born care package
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Open Communication Channels encouraging communication between employees and managers or HR departments. If requested, this should be maintained throughout maternity leave promoting inclusivity.
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Maternal Champions could be used to support mothers returning to work during their first week. They will understand their unique needs, act a single channel of communication if required and boost their confidence as they re-integrate work back into their new life.
TACTIC
Social Value Model Example
Addressing maternal mental health in the workplace requires a holistic approach; an approach that acknowledges the bespoke and individual needs for pregnant employees and new mothers returning to work.
At BeyondNow, we understand the stresses our pregnant employees experience as they prepare for maternity leave. Therefore, to support our mothers to be, we commit to delivering a bespoke 15+ month maternal support cycle, starting from the moment we find out their news, to 3 months from their return to work, tailored to everyone’s wellbeing and health needs.
Throughout the cycle, we will ensure our employees have access to internal support through Specialist Manager Training, delivered annually by key partner, xx. We understand that everyone has different expectations, therefore we will equip our managers with the ability to recognise and understand individual needs associated with pregnancy, right through to the return-to-work stage. Training will also equip our managers with the skills to recognise signs of stress and maternal specific disorders such as post-natal depression, to offer appropriate support and effective signposting.
Alongside our managers, we will ensure Maternal Champions with lived experience are made visible to expecting mothers. They will act as speak out guardians and mentors through pregnancy and post return-to-work where they will offer one-to-one wellbeing support, ensuring that our employees needs are heard.
All of our employees have access to a robust Employee Assistance Programme (EAP) with tangible measures. We will ensure that specialist maternal champions are part of this programme to provide confidential maternal counselling and support. Further support will be delivered externally via local VCSE group, xx.
Further support will be delivered in 4 stages as below:
Stage 1: Up to 6 moths
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Peer support training visible through entire pregnancy where employees with lived experience are encouraged to support expectant mothers with their personal knowledge, creating a sense of community.
Stage 2: From 6 Months – Maternity leave
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Flexible duties from 6 months or earlier for those with complications. At BeyondNow we prioritise maternal mental and physical health and recognise the negative impact work related stress can have on mothers and the foetus. This is why we will offer flexible shift patterns e.g., start earlier/work later, work remote options etc., to accommodate for each individual’s needs.
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Reduced work hours for those that request it.
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Paid time for appointments: x2 hours per week for 6 weeks prior to maternity leave for antenatal classes/appointments, easing anxiety and stress on the lead up to childbirth and maternity leave.
Stage 3: Maternity Leave
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Supportive benefits e.g., a pregnancy massage voucher, care package for new-born etc. gifted prior to maternity leave, demonstrating our communal support.
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Optional continued communication through maternity leave, ensuring continued inclusivity if requested.
Stage 4: Return to Work
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Return-to-Work Day Lunch with maternal champion and line manager and other relevant team members to offer support, promote inclusivity and ensure our employee feels heard.
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Phased return, including flexible shifts and remote working to accommodate individual needs.
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Designated private area for lactation.
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Free/subsidised childcare
By delivering tailored support, ensuring expecting mothers needs are heard, and that our staff are trained to recognise needs, BeyondNow, hope to protect the physical and wellbeing of all our expecting employees.
Published by
Emma Smith
Co-Founder | Bid Writer