The Hard Reality - The Numbers Behind Employee Mental Wellbeing

The Hard Reality – The Numbers Behind Employee Mental Wellbeing

Leaders, mangers and entrepreneurs are largely logical, methodical and analytical in nature, and as such, prefer facts to gauge risk. So, let’s look at the numbers and when looking at the numbers, conceptualise the effect or risk this may have to an organisation:

• The fourth annual Mental State of the World Report continues to rank South Africa, as among the bottom three countries in the world with the worst state of mental health. South Africa is ranked in the bottom three, which means that the undermentioned global statistics that are depicted bellow, are far worse when taking the South African context into consideration.
• Africa is currently the continent with the highest suicide rate worldwide, according to the World Health Organisation. This is largely driven by untreated mental health issues. In aggravation, South Africa has the third highest suicide rate in Africa and for each person who died by suicide, there are about 20 others who attempt it … and let’s not to forget, the magnitude of the numbers falling short of contemplating suicide and just suffering in silence. Irrespective of suicide, it begs the question, how many employees are suffering in silence, as a result of workplace, life and relationship challenges? 
• Around 1 in 4 Americans are seeking mental health treatment. If 25% of Americans are actively seeking treatment, how many other people / employees are not coming forward, but suffering in silence? Take some time to consider this question. We have no doubt that this ratio is far higher in South Africa due to social, economic and political challenges, over and above workplace, life and relationship challenges, which we, as South Africans, are faced with on a daily basis. In aggravation, not only are the statistics in this regard higher in South Africa, there are less people seeking help, and not to forget the lack of infrastructure, facilities or means to have easy access to help and assistance. If we at the very least, benchmark on a 50% ratio (25% seeking assistance, and the balance is made up of people suffering in silence and factoring in the social, economic and political conditions prevalent in South Africa), then what we are saying is that and at the very least, 50% of employees are likely struggling with and affected by mental wellness challenges, in some or other way, in the workplace. Take some time to think about the impact this has on an organisation. In all likelihood, management may not necessarily even be aware of the plight of its employees. It’s true … “Leadership don’t know what they don’t know!” And if management don’t know this, then they too don’t know the impact mental wellbeing has on the organisation or its bottom line. 
• To back the 50%, guesstimate in the previous point, the Australian Harvard Medical School did a survey across 29 countries of varying wealth, from all over the regions of the world, and found that one out of every two people in the world will develop a mental health disorder. That is a staggering 50% ratio. In the South African context, this ratio could be viewed as being extremely conservative and South Africa’s true ratio could be a lot higher.
•  If 50% of the workforce is struggling with some sort of mental wellness challenge, resulting in a 10%-20% drop in efficiencies and performance, and organisations are able to turn this around and to further increase their output by a further 10%-20%, by implementing a holistic Mental Wellness Strategy, then the net result will be a possible staggering 20%-40% increase in output and ultimately to the bottom line.
• Interestingly enough, an employment law ALERT by Cliff Dekker Hoffmeyer, a South African based company, released on 17 March 2025, reveals that:
  • Employers are required to balance the relevant support for employees against their operational needs. The Occupational Health and Safety Act 85 of 1993, SANS regulations and South African case law provide a framework for achieving this balance. Recent judgments offer critical insights into managing mental health issues related to misconduct, incapacity and constructive dismissal.
  • Tips for employers’ recent case law emphasises a structured and empathetic approach to workplace mental health. Employers can adopt the following practical steps: 
    • Training and awareness – Are there training and awareness initiatives surrounding mental wellbeing? 
    • Engagement and documentation – Are we engaging with our employees re mental wellness and documenting the same.
    • Exploring alternatives – Are we addressing mental wellness and exploring possible alternatives?
    • Policy development – Do we have a clear policy in manging mental wellness, such as a Group Mental Wellness Policy and procedures? 
  • They further go on to say that mental health challenges in the workplace require employers to balance sensitivity to the challenges against operational needs. By adopting a proactive, informed approach, employers can foster a supportive work environment while mitigating risks.
• Remember: most of mental wellbeing suffering happens in silence. “Leadership don’t know what you don’t know.” And if management don’t know this, then they too don’t know the impact mental wellbeing has on the organisation or its bottom line.

It goes without saying, the cost is huge for both the employees and organisation. Disengaged employees are linked to:

• Lower efficiencies, productivity and quality - directly impacting the bottom line!
• More safety incidents and accidents.
• Increased absenteeism and sick leave.
• Higher turnover, recruitment, and training costs.
• Legal and compliance risks under OHS / MHSA and labour law.

Think about it this way: if you ignore cracks in business, the organisation will be less prosperous and may eventually fail. Ignoring cracks in people has the same effect - except the damage hits both the lives of employees, their respective families and the organisation’s bottom line. Creating a loss-loss scenario.

The question which we need to ask ourselves is: “Does it make good business sense to invest in employee mental wellbeing?” From an economic, 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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