India tops the global charts with 59% of employees reporting burnout symptoms. India witnessed a record 64 lakh suicides in 2021, many of which were career-related. Recent tragic events, such as the death of a young EY employee in Pune due to overwhelming work stress, highlight the urgent need to address mental health in Indian workplaces for both employee well-being and business success. 

The economic cost of poor mental health is significant. Decreased productivity, increased absenteeism, and higher turnover rates can significantly impact a company's bottom line. The World Health Organisation estimates that India could lose over $1 trillion due to mental health conditions between 2012 and 2030. To mitigate these losses, Indian businesses must prioritize mental health by implementing regular assessments, counselling services, and stress management programs.

By prioritising mental health, companies can create a more supportive and inclusive work environment. This not only improves employee morale and job satisfaction but also drives long-term economic benefits.

Workplace mental health issues that often go unnoticed: 

Most of these situations can be listed under the following common mental health issues  being experienced at the workplace:

 Note: All names and situations on this page are fictionalised 

Recognising these issues early and providing appropriate support can make a big difference.  Do any of these resonate with you or your workplace?

How can organisations align mental health at workplaces with business imperatives? 

Balancing productivity and employee well-being can be challenging but achievable. Creating a supportive work environment makes employees more likely to be engaged and productive. This approach not only benefits employees but also drives better business outcomes. 

Using the Doughnut Model  

To co-relate this model to mental health in the workplace, we can consider the inner  foundational level as the basic needs and rights that must be met for employees, such as fair  wages, job security, and a healthy work-life balance 

The evidence that excessive work demands and stress can negatively impact mental health must translate to organizations consciously striving for higher levels of mental health maturity.

Here is how it could look: 

The inner circle or foundational level showcases the basic needs and rights of employees.  Ensuring employees have fair wages, access to mental health resources, supportive management, and a healthy work-life balance. Avoid overwork, and reduce workplace stressors.

The middle circle depicts evolved workplaces. A mental health mature workplace will invest in engaged employees, leaders who walk the talk, policies that ensure employees thrive, and psychological safety and the necessary infrastructure, sensitization and practice to support employee well-being and growth.

The outer circle depicts a sustainable mental health positive culture that balances and is focused on achieving higher levels of maturity in culture and processes. It is also more likely to achieve business goals through higher productivity and continuously create sustained value for customers and stakeholders.
By adopting this framework, organizations can create a workplace that supports mental well-being, prevent burnout and promote a sustainable, profitable and thriving work culture.



Diagram: Adapted from economist Kate Raworth's Doughnut Model

What can organisations do to measure the mental health impact on employees?

Organisations can measure the mental health impact on employees through several  methods: 

• Surveys and questionnaires: Regularly conduct anonymised surveys to assess stress levels, job satisfaction, and overall well-being. Tools like the General Health  Questionnaire (GHQ) or the Perceived Stress Scale (PSS) can be useful.
• Employee assistance programs (EAPs): Implementing EAPs that offer confidential counselling services. Track the usage rates and feedback by employees to gauge the program's effectiveness. Many people get perturbed if the numbers go up but we urge you to consider it as a positive indicator that staff are aware enough to seek help in time.
• Absenteeism and turnover rates: Monitor patterns in absenteeism and employee turnover.  High rates can indicate underlying mental health issues. Data shows that 1 in 5 people on sick leave are likely to be suffering from poor mental health.
• Performance metrics: Analysing changes in productivity and performance. Significant drops may signal mental health concerns.
• Focus groups and interviews: Conduct focus groups or one-on-one interviews to gather qualitative data on employee experiences and perceptions around their and their colleagues’ wellbeing.
• Stigma reduction programs: Measuring the effectiveness of programs aimed at reducing mental health stigma. Surveys can help assess changes in employee attitudes over time. This could be dovetailed within the DEI&B agenda that will be able to pick up stigma around other areas that directly or indirectly impact mental health.

By using a combination of these metrics, organizations can gain a comprehensive understanding of the mental health impact on their workforce and take appropriate actions to support their employees. What do you think about these approaches? 

Role of leaders, managers, colleagues and families  

We can all contribute towards a healthy mind and a healthy workplace in our work roles and as family and colleagues.  

Recognising and addressing mental health issues involves empathy, awareness, and creating a supportive environment. Small mindful actions can have a big impact on someone's mental well-being. 

Role of Leaders  
Leaders have the power to drive significant change by implementing supportive policies and fostering a culture of mental well-being. Key actions include:

Role of Managers

Managers play a pivotal role in promoting mental well-being at work. They are often the first point of contact for employees. Here are some practical steps managers can take: 

Recognise:  

Look for changes in behaviour, such as decreased productivity, absenteeism, irritability, or withdrawal from team interactions. 

How to Address: 

• Regular check-ins: Schedule one-on-one meetings to discuss workload,  challenges, and well-being. Ask open-ended questions to encourage  .
• Employees to share their thoughts and feelings: Create a Supportive Environment: Create a safe and non-judgmental environment and foster a culture of open communication where employees feel safe discussing mental health without fear of stigma.  
• Socialise available resources: Provide information about available mental health resources, such as Employee Assistance Programs (EAPs) or mental 
• health hotlines. Talk about and normalise the use of Employee Assistance  
• Programs (EAPs) and mental health services 
• Articulating your own vulnerability will help others share too.  
• Promote work-life balance: Encourage taking breaks, managing workloads, and respecting boundaries.
  
  

Role of Colleagues 

Recognise: Pay attention to signs like reduced social interaction, increased errors, or frequent expressions of stress or frustration. 

How to Address: 

• Be approachable: Let your colleagues know they can talk to you. Sometimes just knowing someone is there can be a big relief.
• Offer support and assistance: If you notice someone struggling, offer to help with tasks or share tips for managing stress. 
• Encourage breaks: Suggest taking short breaks and joining in for a chat or a walk. 
  
  

Role of Family: 

Recognise: 

Notice changes in mood, behaviour, and routines. Signs might include withdrawing from family activities, changes in sleep patterns, or expressions of hopelessness. 

How to Address: 

• Offer support: Be a listening ear without judgment. Encourage open conversations about feelings and stress.
• Encourage professional help: Suggest seeking help from therapists or counsellors.
• Create a supportive environment: Promote healthy habits like regular exercise, a balanced diet, and sufficient sleep. 

Conclusion 

Despite increased awareness of mental health at work, much remains to be addressed.  Currently, the focus is on fixing immediate signs and symptoms. The rise of mental health start-ups and tech offerings to organizations is a positive step, highlighting the need for a supportive workplace environment. However, this approach can act only as a band-aid,  failing to address deep-rooted issues costing Indian employers approximately ₹51,000 crores per annum (Data and Statistics of Workplace Mental Health – Deloitte 2024 Report). This is a high price to pay, underscoring the urgent need for organizations to prioritize mental health initiatives to foster a healthier and more productive workforce. 

Concerted and mindful efforts are required to realign infrastructure, policies, efficiencies,  and productivity. What is the long-term cost of short-term measures? It is like placing speed cameras and ambulances at every corner to manage the consequences, rather than addressing the root causes. Unfortunately, while the concept of slowing down to examine behaviour and culture for long-term success seems inconceivable, it needs consideration simultaneously with short-term measures. 

A balanced approach that addresses short-term fixes while working on long-term people,  cultural, and profit strategies will have a far better chance of fostering a thriving and healthy workplace. The Maturity Model for sustainable mental health at workplaces, the empathy map for managers, and the realignment of business goals offer a higher chance of ushering in positive change in the workplace.