The pandemic has brought to fore challenges of stress, burnout, isolation and work-life balance with unprecedented remote working across the world. – Others
“MAKE mental health for all a global priority” is the theme of this year’s World Mental Health Day, which falls on Oct 10. Every year, this international day is marked to raise awareness about mental health issues around the world and mobilise efforts in support of mental health advocacy and education.
It is an opportunity for different stakeholders, including governments, mental health professionals, employers, employees and community members, to come together for greater accessibility and inclusivity of mental health for all.
As we move into the post-Covid era, there is growing recognition of the importance of mental health in the workplace. The pandemic has brought to the fore challenges of stress, burnout, isolation and work-life balance with unprecedented remote working across the world. This is even more so as the distinction between “work” and “home” becomes increasingly blurred amidst working from home even after the pandemic.
The pandemic was a wake-up call that mental health in the workplace affects employers and employees alike. It served as a timely reminder that employers and employees need not be at odds when it comes to prioritising mental health needs. In fact, employee mental health is critically and inseparably intertwined with business growth, profitability and sustainability.
Indeed, the twain shall meet for employers and employees with greater awareness of the economic costs – and business case – for mental health.
Making a business case
Foremost, we cannot ignore the high cost of mental health challenges in the workplace. In 2016, the World Health Organisation (WHO) estimated the global cost of two major mental health conditions – depression and anxiety – as US$1trillion (RM4.7trillion) in lost productivity each year, while the total cost of workplace mental health challenges was RM 14.4bil annually in Malaysia (Relate Malaysia, 2018). These high costs are likely to be even higher with the after effects of the pandemic today.
In addition to the high costs of turning a blind eye, there is an even more compelling business case for returns on investment in mental health. A 2017 study published in the Lancet Psychiatry journal found every US$1 (RM4.60) invested by governments on mental health interventions could yield a US$4 return. Similarly, every US$1 spent in workplace mental health programmes could, on average, result in US$2.30 in benefits for organisations – and even higher for smaller firms (according to PWC in 2017).
The business case is not surprising given the potential benefits of better mental health leading to reduced absenteeism, presenteeism, and turnover within an organisation.
We need to recognise that the cost of presenteeism – physical presence at work with limited productivity performance – arising from mental health challenges can sometimes be even higher than absenteeism. Conversely, mental health interventions improving motivation, engagement and retention of employees could lead to greater productivity- and profitability – for organisations.
Barriers to action
Notwithstanding the economic rationale, there remain significant barriers hindering investment in and accessibility to mental health in the workplace. Many organisations in Malaysia and globally fail to prioritise mental health due to limited resources, compounded by a lack of awareness and data on how emotional distress affects work. Even if employers recognise the mental health needs of the workforce, there is a deep-rooted fear of stigma and discrimination preventing uptake of counselling and other services by employees.
Against this backdrop, how can we address the mental health gap in the workplace? Here are some steps for better workplace mental health benefiting both employers and employees.
Priorities for workplace mental health:
Broader perspective – mental health as wellbeing: Malaysian organisations must adopt a wider angle on mental health covering employee wellbeing, morale and productivity.
This requires addressing stress, anxiety and depression in the workforce, but also going beyond that in conceiving workplace mental health as a continuum of wellbeing for employees to realise their full potential and contribute to organizational goals. In doing so, mental health interventions need to be framed positively to encourage awareness and help seeking within organisations.
Prevention is cure – wide range of programs, emotionally-responsive work environment: It is imperative for employees to take a more proactive and preventive approach in mental health programming instead of the reactive interventions arising from recent triggers or incidents like conflict, turnover, etc.
This requires long-term planning delivering a wide range of programmes, from mental health awareness to specialised therapy, while concurrently implementing emotionally-responsive work structures, job designs and feedback mechanisms to prevent the scalation of mental health stressors. Such policies will enhance emotional wellbeing, satisfaction and performance for employees.
More data – applied research collaboration on costs and investment: There is an urgent need for government-private-community-industry-academic collaboration on applied research measuring the costs of inaction and benefits of investment in workplace mental health.
We need more industry-specific data modelling and insights on bottom lines affected by mental health conditions, alongside dollar value benefits of prevention and intervention programmes for employees. There is also a need to research, share and learn best practices for different industrial sectors and organisation sizes.
Mindset shift – breaking the stigma: There is no alternative to breaking the stigma surrounding mental health and help-seeking to improve emotional wellbeing in the workplace.
Given widespread worry over repercussions, employers must go the extra mile to reassure employees that the workplace is a safe space and there will be no reprisals for seeking mental health support.
In this respect, Dr Yeo Pei Li – a prominent mental health counsellor, trainer and advocate – envisions a workplace that is not only responsive but also rewarding of help-seeking behaviour to normalise mental health at work.
After all, we need to recognise “It’s OK, not to be OK” for positive mental health.
The way forward
Ensuring good mental health is a win-win for employers and employees alike.
We must not forget employee wellbeing and organisational success are interrelated, with a strong business case and dollar value for improving mental health in the workplace. Quite simply, a happier workforce is a more productive workforce aligned with a shared organisational vision.
Covid-19 can be a boon instead of a bane if we can build more emotionally-responsive workplaces in the long run. The cost of ignoring workplace mental health is significantly higher than investment by organisations in a healthier and more humane work environment.
Last but not least, improved workplace mental health can have positive spillover effects for happier families and more resilient communities for both now and in the future.
Arman Rashid, PhD is a political analyst turned mental health counsellor, researcher and advocate. He is co-founder of the Empowerment Group, a partnership between mental health practitioners in Malaysia, Australia, Singapore and Indonesia.
For those in need of mental health support, reach out to Talian Kasih (15999 or WhatsApp 019 2615 999), Befrienders Kuala Lumpur (03-7627 2929 or befrienders.org/my), Thrive Well (018-900 3247) and Emmanuel Community Care (011-5861 4861).
