The recent spate of deaths in Indian workplaces, including the tragic loss of EY employee Anna Sebastian Perayil and the suicide of 42-year-old Bajaj Finance employee, Tarun Saxena, jolted the corporate world. These heartbreaking events have laid bare the devastating consequences of unchecked stress and a culture that prioritises productivity over people.
According to the ICICI Lombard India Wellness Index 2024, a significant portion of the Indian workforce is struggling with moderate to high levels of stress, particularly Gen Xers in Tier-1 cities. This alarming trend has raised serious questions about the state of mental health in Indian workplaces.
For too long, Indian offices have been synonymous with relentless pace and cutthroat competition. But is that finally changing? Are companies recognising that a healthy workforce is more than just productivity? Is mental health, once a taboo topic, finally becoming a priority?
Mental well-being is a critical factor in the workplace, influencing morale, productivity, and even physical health, says Dr C Jayakumar, CHRO, Larsen & Toubro. “We prioritise fostering a supportive environment for mental health and assess and address mental health concerns through a range of initiatives focused on total wellness including online counselling services for employees and their families, regular workshops and webinars covering various aspects of mental well-being.”
Richard Lobo, Chief People Officer, Tech Mahindra focuses on cultivating a work environment that prioritizes the well-being of employees at every interaction and fosters teamwork and creativity.
Utilising technology, Tech Mahindra uses an AI-powered tool, BeMe to help identify potential stress indicators and unconscious biases. Additionally, their Employee Assistance Program offers 24/7 counselling and self-assessment tools, allowing employees to address stress proactively. “Regular surveys and feedback mechanisms help us monitor employee concerns, enabling us to take swift, data-driven action to address risk factors, ensure a healthy work-life balance for our workforce, and create a thriving workplace,” says Lobo.
In light of recent events, says Smriti Mathur, Vice President of People India & Global Talent Advisory, Pegasystems, prioritising mental health in the workplace has never been more important. “Organisations must lead with empathy and flexibility to create a healthy work environment, which includes fostering effective two-way communication both in person and virtually to encourage active listening.”
Smriti suggests regular 1:1 meetings with immediate team members, skip-level check-ins, employee surveys, and social networking forums are crucial for gaining a deeper understanding of team needs. Additionally, improving access to mental health resources and encouraging open conversations about well-being are vital. As HR leaders, it’s our responsibility to ensure every employee feels supported, as a thriving and healthy workforce is key to overall success.
Leader’s role in promoting healthy workspace
Smriti sees her role as a leader in building an inclusive work environment where individuals feel supported, heard, valued, and engaged.
“Well-being extends beyond physical and financial health—creating a space where mental and emotional well-being is prioritised. Leading with empathy and flexibility is essential to this.
According to Smriti, supporting well-being involves more than just offering time off; it requires truly listening to employees’ needs and aligning programs with what they value. “By focusing on what matters to them, we can design initiatives that nurture their mental and emotional health. Whether through flexible work arrangements, quarterly well-being days that promote collective disconnection, access to mindfulness resources, Employee Assistance Programs (EAP), or collaboration via employee resource groups, we strive to provide a holistic approach to employee well-being,” explains Smriti.
Lalitha M Shetty, Vice President – HR, Omega Healthcare Management Services, believes that her role, as a leader, is quite critical in setting the tone for mental well-being within the organisation. “When leaders openly prioritise mental health, it reduces stigma and fosters an environment where employees feel comfortable seeking support. A culture of transparency, inclusivity, and care creates psychological safety, which is vital for mental well-being.”
Workplace mental health has gained prominence in recent years, says Abha Dandekar, Founder of Elephant in the Room Consulting. According to Abha, this has been advanced by the new generation joining the workforce. “There is a lot more emphasis on mental well-being, taking precedence over conventional must-haves such as good salary, benefits, facilities, and so on. Organisations are starting to recognise that a culture that actively safeguards, encourages, and embraces well-being is not just an obligation but also essential for high-performing teams and business longevity.”
Inclusive approach to mental health and wellness
Seeing the unique circumstances being faced by employees, organisations must lead with empathy and flexibility to create an engaging work environment. Appointment of a wellness officer, an extensive range of wellness programs, adaptable work arrangements, and structured channels to report complaints or grievances anonymously by employees are some of the ways organisations are offering support to their employees.
“We encourage leaders and managers to adopt a coaching mindset, creating an environment where employees can share concerns without fear,” shares Lobo.
At L&T, structured channels to report complaints or grievances anonymously by employees, policies related to leaves allow flexibility and a mandatory annual leave to ensure that every employee gets a break from work are some of the facilities employees are provided to rejuvenate and spend time with their family.
“We have a zero-tolerance policy and ensure protection for employees who report any concerns related to the work environment or health issues,” says Jayakumar.
Acknowledging that each employee is facing unique circumstances, Pegasystems has made it essential to lead with empathy and flexibility to create an engaging work environment. “This applies to how we communicate, how we listen, how we lead, and how we get our work done. Managers must be self-aware, and devote more time to listening through regular and deeper 1:1 conversation, as well as small team huddles where open discussions can take place, assumptions can be challenged, and valuable insights and research can be shared.
Team members also have a shared responsibility to foster both virtual and in-person connections—whether it’s reaching out to someone they haven’t spoken with in a while, welcoming new hires, recognising colleagues for a job well done, or supporting one another during personal time off —while staying socially engaged even when physically apart,” notes Smriti.
While some companies are taking steps to address this issue, much remains to be done. The question is no longer whether mental health should be a priority—it’s how quickly and effectively we can make it the cornerstone of our corporate culture.