6 global employers on how to improve workplace mental health

Case Update

6 leaders from global companies share their views on how to improve workplace mental health.

Mental health has become an urgent priority for companies as a result of the COVID-19 crisis. The uncertainty and stress created by the pandemic, and increased isolation due to large-scale remote working, have put pressure on workforce mental wellbeing. The global cost of mental-ill health through lost productivity, absences and staff turnover is estimated to be around $2.5 trillion annually.

Recent research has found that about half of working adults globally say they have experienced increased anxiety around job security (56%), stress due to changes in work routines and organization (55%), feel lonely or isolated working from home (49%) or have difficulty achieving a work-life balance (50%) as a result of the COVID-19 pandemic.

At the same time, the rising awareness of this challenge has created new impetus to tackle an issue that remains a stigma in many organisations.

In line with The Davos Agenda, they invited six members of our community to share what their organisations are doing to protect their employees’ mental health and what positive changes they foresee for business to tackle the issue of mental health in 2021:

What positive changes do you foresee for the way businesses will tackle the issue of mental health at work in 2021? And what is your best piece of advice on how to make that change happen?

‘Support a more hybrid workforce’

Elaine Arden, Group Chief Human Resources Officer, HSBC

The past 12 months have shown that people can be just as productive and experience better work-life balance when working outside of traditional workplaces. As choice and flexibility become more commonplace, businesses will need to continually evolve and adapt their well-being services to adequately support a more hybrid workforce.

Businesses can make change happen by talking – and listening! Ask your people how they are doing and what they need. At HSBC, our manager and employee surveys provide us with valuable insights that inform our strategy. By relying on robust data and lived-experiences, businesses will get to the heart of what really matters most, develop suitable solutions and measure their impact on the mental health of their people. As business continues to navigate through periods of uncertainty and volatility, the need to collaborate and share best practices with peers and experts has never been more important and should be an essential part of any healthcare response.”

‘Lead by example’

Sheri B Bronstein, Chief Human Resources Officer, Bank of America

2020 introduced new uncertainty and stress in the daily lives and routines of our team-mates, further emphasizing the need to embrace the importance of physical and emotional wellness; specifically mental health as a top priority. As employers, we have an obligation to provide our team-mates with opportunities to talk openly about their mental health and to secure the support they or their families may need. We must continue to lift the stigma on this critical topic, which in our case has been having a CEO and management team who are vocal advocates.

Bank of America is committed to the health and wellness of its team-mates and the communities that we serve. Like many companies, we expanded programs to help team-mates access enhanced resources and we need to continue to adapt and respond quickly to address the unique mental health needs of diverse workforces. We need to lead by example, participate in employee sessions, and share perspectives on the steps we are taking to support and protect our mental health.

‘Build mental wellbeing into our leadership culture’

Kerry Dryburgh, Chief People Officer, BP

For too long, mental health in the workplace has been viewed as an organisational risk, with a focus on managing individuals and incidents – a fact only exacerbated by COVID-19. The truth is, like physical health, mental health is a constant human reality for every person, every day. In 2021, we can expect more workplaces to recognise this and step-change their action on mental wellbeing, alongside a continued focus on physical health.

How we proactively support mental health in the workplace has a long way to go, but we are not starting from scratch. We can build on our collective decades of experience and expertise in physical health and safety to develop powerful actions and approaches. One of the most impactful choices we have made at BP is to include mental wellbeing questions in our regular employee engagement surveys to understand real-time how our teams are feeling. We have also taken steps to build mental wellbeing into our leadership culture.

At BP, we believe our workplaces can and should be positive environments that support mental health and wellbeing. Getting it right is an ongoing focus, but one that has never been more urgent.

‘Engage, understand and support staff’

Saurabh Govil, Chief Human Resources Officer, Wipro Ltd

People around the world went through severe challenges in 2020. Many are still reeling from layoffs in their families, grieving the death of loved ones, are sick themselves, or struggling with remote work, social isolation and mental health issues. The pandemic has not only changed business dynamics, but also the approach towards employee mental health. Compassion and empathy are no longer seen as extra, nice-to-have qualities. They are now essential. Businesses are increasingly focusing on investing in caring for their employees, and amplifying existing people frameworks, policies and support groups to better support employee wellbeing.

The most important and meaningful change will come from how leaders engage, understand and support staff at a more developmental level. Leaders should focus on the following areas: understanding the difference between urgency and importance and focusing on the latter; being compassionate while driving employees to action by channelling their feelings of frustration or despair. Finally, trust, transparency and openness will need to be the pillars of leadership, and workplace HR policies of the future.

‘Reach out to all of our people across the organization’

SToby Switzer, Chief Human Capital Officer, Agility

Wellbeing and mental health have always been important considerations for the people of Agility before the pandemic, but maybe not as highly prioritized. Now, with the significant work and life disruptions created by the crisis, these aspects were brought to a whole new life … and light … on how important they are for us.

We need to understand better the concerns, be proactive with ideas and programs, and reach out to all of our people across the organization, including our families and our communities so that they are aware that we care and that we will help. Having a focus on this makes us all better for both our short and long-term personal and professional life and health.

‘Take a broad view of what you class as mental health support’

Miranda Wolpert, Director, Mental Health, Wellcome

COVID-19 has impacted many aspects of our lives including changing, for many, where and how we work. This impact is likely to accelerate the pre-COVID-19 trend of businesses prioritising and seeking ways to support the mental health of their employees.

My advice to employers is two-fold. Take a broad view of what you class as mental health support and then be led by the evidence. A broad view incorporates mindfulness and mental health first aid all the way through to flexible working policies and financial wellbeing. Being led by the evidence means actively looking to understand which approaches work for who, in what context and why – and if that evidence doesn’t yet exist, perhaps it’s your business that will generate it so that others can learn from you.

Originally posted by World Economic Forums

< Older Post

Newer Post >

Contact Us

Zenergy News

Workplace manslaughter case contributes to $13.3m haul, as new fatality charges laid

February 11, 2025

A workplace health and safety regulator has explained what the "safest workplaces" look like, in revealing it finalised more than 100 successful safety prosecutions in 2024.

Everyday Respect at Rio Tinto: A Progress Review

February 11, 2025

Two years after the release of the groundbreaking 2022 Everyday Respect Report, Rio Tinto has undertaken a thorough Progress Review to assess its ongoing cultural transformation. As one of the world’s largest mining companies, Rio Tinto has been working to create a safer, more inclusive workplace culture that fosters respect, productivity, and innovation. The 2024 Progress Review highlights significant strides made, ongoing challenges, and areas requiring further attention. The Journey Towards Cultural Transformation Cultural change is a multi-year effort that requires consistent leadership, structural support, and engagement across all levels of an organization. Since launching its Everyday Respect initiative, Rio Tinto has embedded this agenda into its core business strategy, focusing on reducing bullying, sexual harassment, and racism in the workplace. Key Progress Areas: Increased Awareness and Open Conversations: The public release of the original report acted as a catalyst for change, encouraging more employees to speak up and engage in discussions about respect. Stronger Leadership Commitment: Leaders are playing a more proactive role in championing Everyday Respect, with a focus on psychological safety and inclusive leadership. Enhanced Training and Education: Programs such as Everyday Respect Training and Purple Banners have been widely implemented to build awareness and response capabilities. Facility Upgrades and Safety Improvements: Investments in workplace infrastructure have improved the physical environment, making it more inclusive and conducive to employee well-being. Greater Workforce Diversity: There has been a notable increase in gender and cultural diversity across teams, fostering innovation and improved workplace dynamics. Ongoing Challenges and Areas for Improvement Despite progress, resistance to change remains an obstacle, particularly among certain groups. Survey data indicates that while improvements have been perceived in many areas, instances of bullying, sexual harassment, and racism persist. Key focus areas include: Building Stronger Buy-in: Engaging those who are resistant to cultural change, particularly male employees, to foster a collective commitment to Everyday Respect. Enhancing Reporting Mechanisms: Increasing trust in reporting systems to ensure that employees feel safe and supported when raising concerns. Strengthening Frontline Leadership: Providing additional training and tools to equip supervisors and managers with the skills needed to drive culture change at all levels. Maintaining Momentum: Ensuring that Everyday Respect remains a priority in the face of organizational changes and external pressures. Looking Ahead: Staying the Course The findings from the 2024 Progress Review reaffirm Rio Tinto’s commitment to long-term cultural transformation. While meaningful progress has been made, continued efforts are needed to sustain positive momentum and address persistent challenges. As one employee noted: “ Change is definitely happening, and it will get hard at times. We can’t back away ... I’m here at Rio Tinto because I want to see through this change. We need to stay the course. ” With ongoing leadership, engagement, and strategic initiatives, Rio Tinto is on the path to embedding Everyday Respect across all facets of its global operations, ensuring a safer, more inclusive, and more productive workplace for all employees. See full report “ here ”.

For more information on our services feel free to email us on -

info@zenergygroup.com.au or call 1300 333 400

Sydney

25 Brisbane Street

Surry Hills

Sydney NSW 2010

Melbourne

Level 23, Tower 5, Collins Square

727 Collins Street

Melbourne VIC 3008

Brisbane

Level 54, 111 Eagle Street

Brisbane QLD 4000

Perth

108 St Georges Terrace

Perth WA 6000

Recent News

Corporate Partner of