Developing A Holistic Mental Wellbeing Strategy
Developing a holistic wellbeing strategy requires moving beyond the traditional reliance on Employee Assistance Programs “EAPs” toward proactive, organisation-wide initiatives that address the true causes of an employee’s failed sense of engagement and belonging. A failed sense of engagement or belonging may arise when the employee experiences either a workplace, life or relationship challenge, impacting on their mental wellbeing. The first step is gaining a deep understanding of where your organisation currently stands in relation to being able to proactively identify employee mental wellbeing, impacting the workplace. This means recognising when employees are losing their sense of engagement or belonging - often the root cause of absenteeism, poor performance, and workplace dissatisfaction.
The foundation of any successful wellbeing strategy lies in empowering managers and Human Resources to act as the first line of support. Managers and Human Resources require the necessary tools to proactively identify early signs of mental health struggles within employees - from changes in mood, interaction with colleagues, difficulty in making decisions, becoming anxious or stressed, not speaking up in or out of meetings, becoming silent and withdrawn, skipping non-mandatory events, no longer volunteering to take on additional work or the working of additional hours, excessive tiredness, lack of interest, increased levels of smoking or drinking, work performance, to absenteeism or disengagement. These are all clear signs that the employee may be struggling to either cope with workplace, life or relationship challenges. By holding space for employees and connecting them with the organisation’s wellness resources, managers can create a culture of care and prevention rather than crisis response. By linking employees into broader wellbeing programs, and fostering a culture that prioritises mental health, organisations not only reduce disengagement but also enhance productivity, loyalty, and long-term success. This is no different to the rolling out of a Safety & Health strategy, and developing a culture of Safety & Health throughout the organisation.
Equally important is the recognition that work conditions themselves can be part of the problem: unrealistic deadlines, unmanageable workloads, lack of breaks, and poor communication all undermine mental wellbeing. A holistic strategy must therefore not only address individual challenges, but also reshape workplace culture and practices to reduce stressors and strengthen a sense of engagement and belonging.
In essence, a strong wellbeing strategy is not a “nice-to-have” but a business imperative — it fuels engagement, productivity, and loyalty, while also preventing long-term costs associated with burnout and disengagement. The COVID19 pandemic has already shown us how critical mental health is, and forward-thinking organisations must seize this moment to embed wellbeing into their culture. By doing so, they create a win-win outcome: thriving employees and thriving organisations.
The question which we need to ask ourselves is: “Does it make good business sense to invest in employee mental wellbeing?” From an economical, legal, moral and risk management perspective, the answer is a resounding “YES”.
The greatest gift an organisation can give its employees is not a pay cheque - it’s a culture that values employees and the greater humanity. So, together let’s end the ‘silent crisis’ of employee mental wellbeing by embarking on a holistic mental wellbeing strategy. It begins here. It begins now and it begins with US!!
So, here is our challenge to organisations and leaders - Will you continue to be part of the silence, or part of the solution?
We look forward to guiding, supporting and walking this wonderful journey with you and your employees.
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