Employed adults spend more time working than on any other activity during their waking hours. At its best, work can provide a livelihood and serve as a source of meaning, purpose, and joy. However, for too many people, work falls far short of its potential, failing to enhance their lives and detracting from their mental health and well-being, resulting in excessive distress and mental illness. Mental health issues, such as depression and anxiety, are pervasive in workplaces globally, impacting productivity, attendance, and overall performance. When left untreated, the economic cost can be staggering.
The COVID-19 pandemic and recent political unrest pulled the curtain back on the urgent need to address mental health issues in the workplace. Today, around the world, enlightened leaders strive to carry out their duty of care, recognising that addressing the mental health needs of their workforce is beneficial not only for individuals but also for the health and performance of organisations.
Data consistently demonstrate that prioritising workplace mental health benefits people, companies, and communities. The Manoshik Shashtho Ain, 2018 (Mental Health Act, 2018) was passed in Bangladesh, replacing the controversial Lunacy Act of 1912. This legislation focuses on the welfare of mental health patients, protecting their rights to property and ensuring access to care and rehabilitation services. However, while Bangladesh’s labour laws are comprehensive about wage rights, working hours, and physical health and safety, they do not explicitly cover mental health concerns. Leaders can support employee mental health in proactive ways at the organisational level.
OFFER SUPPORTIVE MENTAL HEALTH RESOURCES
Mental health resources are among the most impactful support mechanisms employers can provide. For employees experiencing mental illness or acute mental health issues, this often means subsidising clinical services. However, at a minimum, most employees could benefit from voluntary, work-based programmes that offer free and confidential assistance with personal or work-related problems, teach coping strategies, and empower them to take care of themselves during rough patches.
“Workshops, training sessions, and wellness fairs can provide employees with opportunities to learn about managing stress, maintaining a healthy work-life balance, and prioritising their mental and physical health. Instead of adopting a ‘one-size-fits-all’ approach, these programmes can be tailored to meet the specific needs of the workforce, whether that includes learning to cope with burnout or improving time management. Furthermore, these initiatives should not be stand-alone; rather, they should be recurring activities that reinforce the importance of employee well-being throughout the year,” adds Boney Eyamin Plabon, Deputy Manager, HR, Walton DigiTech Industries Limited.
Furthermore, it is essential for organisations to establish and uphold equal mental health leave policies to better accommodate the needs of their workforce.
“Mental health days should be accessible to all employees, regardless of their role, position, or tenure with the organisation. This sends a clear message that the organisation values everyone’s mental health equally. These days should not be viewed as a ‘luxury’ but rather as a legitimate means for employees to recharge, refocus, and prevent burnout,” shares Plabon.
In recognition of the significance of mental health in overall well-being, organisations should ensure that health insurance policies include mental healthcare benefits. This would help ease the financial barriers employees face when seeking essential wellness services, such as therapy, medications, psychiatry, and counselling.
TRAIN MANAGERS TO PROMOTE HEALTH AND WELL-BEING
Organisations will find themselves ill-equipped to deal with mental health at work if they don’t teach supervisors how to spot signs of burnout, anxiety, and depression. Training managers to promote health and well-being gives them a toolkit for identifying when their employees are going through a difficult time and teaching them how to address it.
“When an employee is struggling with their mental health, it may manifest as noticeable changes in behaviour, such as increased irritability, withdrawal from colleagues, persistent worrying, difficulty concentrating and making decisions, low self-esteem, frequent absences, or a decline in work performance. Employees may also exhibit physical signs, including fatigue, frequent headaches, or changes in sleeping and eating habits. Managers can support their team members by building strong relationships and regularly checking in to see how everyone is feeling,” shares Nusrat Sabrin Chowdhury, Mental Health Counsellor and Head of Business Development, Athena De-addiction Treatment & Counseling Center.
Managers should go beyond a simple ‘How are you?’ and ask specific questions about what kind of support would be helpful. They should listen attentively to their employees, encourage questions and concerns, and be careful not to come across as overbearing, as this could signal a lack of trust or a desire to micromanage.
Supervisors who work directly with employees are key to implementing and sustaining an organisation’s policies and procedures, as well as creating a supportive environment. Mid-level managers often serve as gatekeepers of employee well-being; they are responsible for publicising the benefits and resources the organisation offers. Without their buy-in, these opportunities are not necessarily top of mind for many staff members.
EMBRACE FLEXIBILITY OVER PRESENTEEISM
Does it matter when, where, and how employees work, provided they’re getting the job done well and on time? Presenteeism refers to the implicit or explicit pressure to work long hours and be constantly available. However, it is not always beneficial for your well-being or productivity. What employees crave instead is flexibility.
“Parents or caregivers appreciate the flexibility that remote or hybrid work offers, allowing them to balance home responsibilities more effectively. Additionally, employees with long commutes often prefer hybrid arrangements, as reduced travel time enhances their work-life balance and productivity. However, employees facing poor internet connectivity or shared living spaces may find it challenging to work from home and may prefer coming into the office for a stable work environment. By understanding these individual circumstances, HR can better match employees with work arrangements that align with their personal and professional needs,” says Sabbir Ahmed Khan, Head of HR, Coats, Bangladesh, Pakistan, and Sri Lanka. “The pandemic prompted us to introduce fully remote and hybrid working policies, which have positively impacted our company. These policies remain in place and have proven to be excellent tools for retention and attracting young talent. When given the flexibility to work from locations that suit them, individuals often feel more empowered and motivated. This autonomy can lead to higher job satisfaction and overall productivity. As a multinational corporation, we found it relatively easy to make this transition, but not all local companies are equipped to do so. Investing in technology infrastructure, such as reliable communication tools and secure file-sharing platforms, is crucial. Additionally, employees should receive the necessary training to work effectively in remote or hybrid environments.”
GIVE EMPLOYEES A SAY
When employees feel that their opinions matter and that they have a stake in the company’s success, they are more likely to engage in their work. Employees often have a unique perspective on the day-to-day operations of the company. By involving them in decision-making processes, organisations can benefit from their insights and expertise, leading to more informed and effective initiatives. “Providing comprehensive training and education on harassment prevention and response for all employees – covering topics such as recognising and reporting harassment, understanding the organisation’s policies and procedures, and learning about the legal and ethical implications of harassment is one way to involve them in formal decision-making processes and demonstrate that they have a crucial role to play. They can help ensure that the policies are relevant, accessible, and effective,” shares Khan.
In essence, involving employees in developing comprehensive harassment prevention and response training nurtures a culture of trust and empowerment, harnessing their knowledge and fostering a supportive and thriving work environment that benefits everyone.