A reliability leader’s main responsibility is to identify and prevent the failure of industrial assets, ensuring they operate reliably and reduce the cost of failure.

There are an estimated 6,989 people employed in this sector in the US, with the average worker staying at their job for 1-2 years.

Mental health issues could be one reason why many employees are leaving the field. Google was rocked by a mental health crisis last year when one of their reliability engineers left Borg SRE after feeling depressed. Other Google team members also reported low well-being.

So, who can the people organizations rely on most turn to for support?

Here is a guide on how to identify those struggling with mental health issues and how to support mental well-being in the workplace.

Recognize Concerns

As a reliability leader, the ability to identify when a team member is struggling with their mental health is essential. After recognizing symptoms, the reliability leader can support the individual by implementing steps to help the employee feel happier at work.

Look for key signs of struggles over time, such as increased irritability, deterioration in the quality of their work, a rapid change in moods, withdrawal, and lack of motivation.

If you're unsure, lean on colleagues for advice on best practices and ways to approach situations without causing distress.

Many training courses are available to better your understanding of the leading causes and signs of poor mental health. They also can provide examples of solutions. These courses can benefit leaders in their efforts to support and lead team members more effectively.

Conquer Communication Barriers

In a recent study, over half of the respondents stated that the biggest consequence of poor communication was an increase in stress.

Barriers to effective communication can include language, cultural diversity, and physical separation.

Remove barriers by providing diversity and communication training to engineers to help them understand differences between colleagues and adjust communication styles accordingly.

As reliability engineers are expected to spot issues before they occur, it’s vital that everyone in the organization knows the best way to contact them and their preferred ways of working.

Address physical separation by encouraging one-to-one check-in meetings to discuss personal and professional needs in person. Help remote or hybrid workers feel connected by introducing workplace messaging tools to streamline communication.Implement effective communication methods throughout the company hierarchy to prevent status from obstructing the free flow of information. Widespread information prevents employees further down from feeling misheard or under-represented.

Encourage a Work-Life Balance

In many industries, overtime can be inevitable or occasionally expected. However, ensuring that engineers have a proper break from work is crucial for their emotional well-being.

One study found that 60% of employees experience work-life conflict, with the biggest source being the number of hours spent at work.

Reliability leaders can encourage engineers to take regular breaks, and to work smarter, not harder, within set workdays. They can promote solutions to lighten the strain, such as allowing for flexibility around deadlines, work hours, and approaches.

Leaders can also collaborate with engineers to establish ways of working that suit their individual needs. One example is to provide leeway around shift times. This way, people can work around other responsibilities or when they are most productive, instead of the standard 9 to 5. Simple benefits help build trust among employees, who feel supported and valued.

Leaders should set an example by leaving work on time after completing their contracted hours, by using their holiday time, and by avoiding answering work-related communications outside work hours.

Welcome Feedback

Establishing a feedback culture in your work environment and hearing about mental health issues directly from employees is one of the most effective ways to understand struggles and help team members cope.

This strengthens the relationship between a leader and their team. It promotes a more open and understanding environment that can destigmatize emotional struggles.

Organize regular feedback sessions, such as monthly one-to-one meetings, between leaders and engineers where work issues can be raised alongside personal concerns. This helps to naturalize conversations around mental health and show that it is prioritized just as highly as work.

This could be as simple as ending meetings with questions, such as 'Is there anything we can do to support your well-being at work?' As engineers start seeing their concerns addressed regularly, they will be more likely to raise concerns earlier – when interventions are most effective.