Employee Wellbeing and Mental Health Programs: Global Best Practices
Employee Wellbeing and Mental Health Programs: Global Best Practices
Introduction
The Covid-19 pandemic impacted every employee and made organizations realize the need to pay extra attention to employee wellbeing and mental health. Employees are not just machines, and after the crisis made evident how slight changes to the external environment can affect their internal wellbeing, many organizations began creating mental health and wellbeing programs. Some programs made a positive impact and supported the employees, while several appeared to be for show, and organizations used them as a way to be responsible. (Islam, 2024).
Positive Aspects
1. Improved Motivation and Productivity
Good employee wellbeing programs are able to reduce stress and absenteeism as well increase focus and energy.
Suppose you take a company like Google. They have meditation rooms, flexible working hours, and wellness classes. As such, such programs make employees feel respected, and valued as the company is willing to hire such programs. The Job Demands - Resources model states that employees have better outputs when balance and support is offered (Inc, n.d.).
2. Stronger Employer Image
Companies that have wellbeing programs are perceived positively. For instance, and as part of program Mental Health Champions, employees of Deloitte are empowered to freely talk about mental health, which in turn builds trust and enhances the company’s attractiveness to potential employees (Deloitte, 2023.
3. Higher Retention and Lower Costs
There is less sick leave and healthier happier employees stay with the company longer. According to Maslows Hierarchy of Needs when employees safety and wellbeing needs are addressed, higher levels of performance are achieved (Maslow, 1943).
Negative Aspects
1. Surface Level Programs
Several companies conduct wellbeing events to enhance their image. For instance, an employee is sent mixed signals and is is told to promote “Wellness Week”, but at the same time is told to expect overtime (Deloitte, 2023).
2. Cultural Challenges
Employees in some Asian and Middle Eastern countries feel shy or intimidated when talking about mental health which leads to the failure of global wellbeing programs (Ng, 2009).
3. Financial Misconceptions
Some business owners think these programs are highly priced, and this is a reason for them not wanting to put any money towards them (Ng, 2009).
The Job Demands-Resources Theory says that for an organization to be able to ensure the employees’ wellbeing, there has to be a trade-off of job stress and some level of support (Bakker, 2017).
Analysis and Conclusion
To achieve the needed goals, a wellbeing program has to be aligned to the corporate strategic plan in the long term. Strategic HRM focuses on the care of employees and combines it to the strategic objectives of the organization.
According to both JD-R Theory and Transformational Leadership Theory, there is a relationship that for mental wellbeing to be enhanced, there has to be support, and an increase of inspiration in the employees.
In closing, for both the organization and the employees, there is wellbeing in employee programs if these programs are implemented genuinely and if they are not mere formality. Organizations that care for the health of their employees rich outcomes like loyalty, enhanced health, and success that is long-term (Schaufeli, A critical review of the Job Demands-Resources model, 2014).There are very basic things that organizations can do in support employees’ mental health.
References
Bakker, A. B. (2017). Job demands–resources theory: Taking stock and looking forward. Journal of Occupational Health Psychology, 22, 273–285. https://doi.org/10.1037/ocp0000056
Deloitte. (2023). Mental Health Champions program. https://www2.deloitte.com
Inc., P. (n.d.). What is the Job Demands–Resources (JD-R) model? Plum. https://www.plum.io/glossary/job-demands-resources-jd-r-model
Islam, S. (2024, January 8). 8 ways to support your employee mental health. weDevs. https://wedevs.com/blog/361292/support-employees-mental-health/
Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370–396. https://doi.org/10.1037/h0054346
Ng, T. W. (2009). Locus of control at work: A meta-analysis. Journal of Organizational Behavior, 30(8), 1057–1087. https://doi.org/10.1002/job.596
Schaufeli, W. B. (2014). A critical review of the Job Demands–Resources model. British Journal of Health Psychology, 19(1), 3–25. https://doi.org/10.1111/bjhp.12007
Mental Well-Being in the Workplace. (n.d.). Mental well-being in the workplace [Video]. YouTube.
This is a strong and informative blog linking global best practices to employee mental health. The structured presentation of wellness dimensions was clear and engaging. You could further enhance it by citing key studies or WHO frameworks to support your points and show evidence-based understanding.
ReplyDeleteThank you so much for your valuable feedback. I really appreciate your suggestion
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ReplyDeleteExcellent use of theory and examples to explain employee wellbeing benefits. Your point on retention and motivation aligns well with strategic HRM principles. Exploring adaptation in different cultural contexts could add depth."
DeleteA well-written ,Employee wellbeing and mental health is strengthens workplace culture, boosts productivity, and fosters long-term organizational success
ReplyDeleteThank you! I’m glad you found it well-written. Indeed, prioritizing employee wellbeing and mental health not only strengthens workplace culture but also enhances productivity and contributes to sustainable organizational success.
DeleteThis article highlights how employee well-being and mental health are essential for safe and productive workplaces, especially in a bank. It’s something my state-owned bank should really focus on to support staff resilience and long-term performance.
ReplyDeleteThank you! I completely agree—employee well-being and mental health are critical, especially in high-pressure environments like banking. Focusing on these areas can truly enhance staff resilience, productivity, and long-term organizational performance.
DeleteThis thorough article links supportive programs to increased motivation, retention, and company image, strategically framing employee well-being as a contemporary HRM necessity. It offers a fair assessment, critically utilizing models such as Maslow's Hierarchy and the JD-R model to differentiate between ineffectual, superficial initiatives and true, strategically integrated programs.
ReplyDeleteThank you! I’m glad you appreciated the depth of the article. Indeed, linking supportive programs to motivation, retention, and company reputation underscores how essential employee well-being has become in modern HRM. Using frameworks like Maslow’s Hierarchy and the JD-R model really helps distinguish between superficial initiatives and programs that are genuinely strategic and impactful.
DeleteGreat article! I especially liked the examples of flexible work arrangements and mindfulness programs. It’s clear that supporting mental health isn’t just a perk anymore—it’s essential for productivity and employee retention
ReplyDeleteThank you! I’m glad you enjoyed the examples. Absolutely—supporting mental health has become a core part of creating a productive and engaged workforce, and initiatives like flexible work arrangements and mindfulness programs make a real difference in retention and overall well-being.
DeleteThis is a very comprehensive and insightful blog on employee wellbeing and mental health programs. I like how you balanced both the positive and negative aspects while linking them to HR strategy and theories like JD-R and Transformational Leadership it makes the discussion very practical. Including a few real-world examples of companies effectively implementing these programs could make your points even more relatable and actionable.
ReplyDeleteExcellent read! Prioritizing employee wellbeing and mental health is essential, and learning from global best practices can help create healthier, more supportive workplaces
ReplyDeleteA good read! Achieving employee mental well-being provides insights into how to make the workplace a suitable place for mental well-being.
ReplyDeleteAs someone working in hospitality, I see firsthand how employee wellbeing directly impacts guest experience. In hotels, our staff are constantly engaging with people, often under pressure, and their emotional resilience shapes the atmosphere guests feel. Programs that go beyond surface-level initiatives—like flexible scheduling, access to counseling, or even small gestures such as quiet rest areas—make a real difference. When employees feel supported, they bring warmth and energy to their service, which guests immediately notice. At the same time, cultural sensitivity is crucial. In Sri Lanka and across Asia, many employees hesitate to speak openly about mental health. For wellbeing programs to succeed, they must respect these cultural realities while still encouraging dialogue. In my view, authentic care—not just symbolic events—is what builds loyalty in both staff and guests. A hotel that invests in its people’s wellbeing is ultimately investing in its reputation and long-term success.
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