World Mental Health Day: Are workplace well-being programmes failing?
Some organisations deal with well-being as an accreditation point so they choose easy-to-implement activities that do not necessarily address employees’ needs
Published: 03:10 PM,Oct 12,2024 | EDITED : 07:10 PM,Oct 12,2024
October 10 is World Mental Health Day, and this year’s official theme, ‘It is time to prioritise mental health in the workplace,; highlights the importance of fostering supportive work environments.
A recent report by the World Health Organization (WHO) found that mental health issues among employees result in an annual loss of $1 trillion (£ 747 billion) in productivity worldwide. To address this growing crisis, WHO has urged employers to introduce comprehensive well-being programmes in the work place.
I recently participated in a panel discussion that explored well-being programmes offered by various companies in Oman. I was impressed by the variety of initiatives presented — ranging from free gym memberships and on-site nurseries for working mothers to fully paid weekend stays at prominent hotels in Muscat. However, one question lingered: Do any of these programmes work?
I did my research and came across a study from the UK that looked at 46,336 employees from 233 organisations and found there was no evidence that a range of common workplace wellbeing initiatives – including mindfulness and stress management classes, one-to-one mental health coaching, well-being apps or volunteering work – improved employee wellbeing.
This was shocking to read especially since the financial cost of such programmes was over $60 billion annually worldwide. So, why don’t these programmes work?
According to psychologists, factors such as employees’ motivation to adopt these programmes, the content of each programme, and the way they are implemented significantly impact their outcomes.
Some organisations deal with well-being as an accreditation point so they choose easy-to-implement initiatives, such as hosting well-being talks or offering mindfulness or yoga classes and other activities that do not address the actual needs of the employees, no wonder then such activities are often poorly attended.
On many occasions, these programmes are run by management consultants who may be charismatic and have good public speaking skills but lack experience in psychology or mental health, so they end up presenting book abstracts and PowerPoint presentations downloaded from the internet.
Many employees report skipping well-being activities because they find them irrelevant or unhelpful, reflecting a disconnect between the programmes and their actual needs.
A recent survey from the UK revealed that employees were more interested in learning about healthy lifestyles rather than discussing depression, anxiety, and stress management. This suggests that to be successful, well-being initiatives must align more closely with employees’ needs and interests.
In my opinion, focusing on what is important for each group of employees is essential in developing a well-being programme that works. I have been conducting workshops about mental well-being for a variety of organisations and the audience was more interested to learn about practical skills such as problem-solving, dealing with difficult colleagues, and effective communication skills. However, a small group wanted to hear about achieving work fulfillment and being appreciated and valued by the organisation so I made it a point to survey the needs and interests of the audience before my workshop.
Ultimately, the success of any well-being programme depends not only on its content but also on how it is delivered. Tailoring these initiatives to the unique needs and interests of employees is key to maximising their impact and fostering a truly supportive workplace culture.
A recent report by the World Health Organization (WHO) found that mental health issues among employees result in an annual loss of $1 trillion (£ 747 billion) in productivity worldwide. To address this growing crisis, WHO has urged employers to introduce comprehensive well-being programmes in the work place.
I recently participated in a panel discussion that explored well-being programmes offered by various companies in Oman. I was impressed by the variety of initiatives presented — ranging from free gym memberships and on-site nurseries for working mothers to fully paid weekend stays at prominent hotels in Muscat. However, one question lingered: Do any of these programmes work?
I did my research and came across a study from the UK that looked at 46,336 employees from 233 organisations and found there was no evidence that a range of common workplace wellbeing initiatives – including mindfulness and stress management classes, one-to-one mental health coaching, well-being apps or volunteering work – improved employee wellbeing.
This was shocking to read especially since the financial cost of such programmes was over $60 billion annually worldwide. So, why don’t these programmes work?
According to psychologists, factors such as employees’ motivation to adopt these programmes, the content of each programme, and the way they are implemented significantly impact their outcomes.
Some organisations deal with well-being as an accreditation point so they choose easy-to-implement initiatives, such as hosting well-being talks or offering mindfulness or yoga classes and other activities that do not address the actual needs of the employees, no wonder then such activities are often poorly attended.
On many occasions, these programmes are run by management consultants who may be charismatic and have good public speaking skills but lack experience in psychology or mental health, so they end up presenting book abstracts and PowerPoint presentations downloaded from the internet.
Many employees report skipping well-being activities because they find them irrelevant or unhelpful, reflecting a disconnect between the programmes and their actual needs.
A recent survey from the UK revealed that employees were more interested in learning about healthy lifestyles rather than discussing depression, anxiety, and stress management. This suggests that to be successful, well-being initiatives must align more closely with employees’ needs and interests.
In my opinion, focusing on what is important for each group of employees is essential in developing a well-being programme that works. I have been conducting workshops about mental well-being for a variety of organisations and the audience was more interested to learn about practical skills such as problem-solving, dealing with difficult colleagues, and effective communication skills. However, a small group wanted to hear about achieving work fulfillment and being appreciated and valued by the organisation so I made it a point to survey the needs and interests of the audience before my workshop.
Ultimately, the success of any well-being programme depends not only on its content but also on how it is delivered. Tailoring these initiatives to the unique needs and interests of employees is key to maximising their impact and fostering a truly supportive workplace culture.