Addressing mental health with managerial support is essential for a healthy workplace
Numerous studies found that high job demands, low control, low social support and job insecurity are significant risk factors for depression in the workplace while, factors such as excessive workload, lack of control, poor work-life balance and unsupportive work environments trigger burnout. Research in all these areas has grown substantially in recent years, revealing valuable insights into how these mental health challenges affect individual employees and organisations. In today’s fast-paced and high-pressure work environment, burnout and depression have become prevalent challenges affecting employees across industries. While burnout is often a result of chronic workplace stress characterised by exhaustion, cynicism and a feeling of reduced accomplishment, depression on the other side, is a mental health disorder marked by persistent sadness, lack of motivation and feelings of hopelessness that may affect all areas of a person’s life.
Both can severely impact employee wellbeing, workplace productivity and organisational success. Burnout and depression in the workplace are typically rooted in multiple factors often exacerbated by modern work conditions and expectations such as excessive workload and unrealistic expectations, lack of control and autonomy, poor work-life balance, toxic work environment and insufficient recognition and reward. There is no denying that when employees lack the time and resources to recover and recharge or have no input into their work, their sense of helplessness can contribute to both, they become more susceptible to burnout and over time, even depression. Moreover, a hostile or untrusting work environment can erode employee morale and mental health contributing to burnout and, in some cases, even depression. The impact of burnout and depression extends beyond individual suffering and affects the workplace as a whole.
As stated earlier, to maintain productivity, employees experience burnout and depression which may consequently lead to decline in productivity thereby impacting the profitability and overall performance. It is quite often stated that absenteeism and presenteeism both have significant implications for workplace productivity and team morale. Now when the levels of burnout and depression within an organisation are high, it will create a culture of dissatisfaction, resulting in a lack of engagement and trust among employees and as a result can harm collaboration, innovation and the company’s reputation, thereby making it difficult to attract and retain top talent. It will end up driving employees to leave their jobs in search of a healthier work environment. Addressing burnout and depression in the workplace requires both—structural changes within the organisation as well as individual efforts. By creating a culture where employers foster an environment that values open communication and employees express concerns without the fear of stigma or reprisal; training managers to identify symptoms of burnout and depression and to respond effectively; providing small gestures of appreciation through praise, bonuses, or other rewards can significantly improve job satisfaction, and help in reducing stress and the likelihood of burnout. Organisations can create a healthier, more productive and more sustainable work environment where employees and the company can thrive.
(The writer is an educator; views are personal)
