Organizational Best Practices Supporting Mental Health in the Workplace, Seven Principles, and Carolyn Mattingly Award – Asrar Qureshi’s Blog Post #1257

Organizational Best Practices Supporting Mental Health in the Workplace, Seven Principles, and Carolyn Mattingly Award – Asrar Qureshi’s Blog Post #1257

Dear Colleagues! This is Asrar Qureshi’s Blog Post #1257 for Pharma Veterans. Pharma Veterans Blogs are published by Asrar Qureshi on its dedicated site https://pharmaveterans.com. Please email to pharmaveterans2017@gmail.com  for publishing your contributions here.

Credit: Anna Tarazevich

Credit: Ketut Subiyanto

Credit: Timur Weber

Preamble & Introduction

This post is based on a research article published in the Journal of Occupational and Environmental Medicine. Authors: Wu, Ashley MHS; Roemer, Enid Chung PhD; Kent, Karen B. MPH; Ballard, David w. PsyD, MBA; Goetzel, Ron Z. PhD. Link at the end.

The mental health and well-being of employees have become an increasing concern among employers, especially in response to the COVID-19 pandemic. According to a survey conducted during the COVID-19 pandemic, workers reported an increase in mental health symptoms, including heightened feelings of guilt (24%), insomnia (38%), irritability (50%), sadness (53%), and emotional exhaustion (54%).

The toll of mental illness severely impacts the economy. For example, depression was estimated to cost the US economy $210.5 billion (2010 USD) with about half that sum paid for by employers. Depression often occurs concurrently with other chronic conditions, amplifying its economic burden on employers and healthcare systems. Around 60% of the cost of depression is directed at treating comorbid conditions like cardiovascular diseases and diabetes. The predominantly adult population in the workforce has also been shown to develop higher rates of anxiety, substance use, and mood disorders in comparison to other demographic groups. Work is one of the leading causes of stress for adults and job-related stress is linked to poor mental health. These workplace stressors, including long working hours, poor social support, and unclear management and work roles, are connected to increased risk for various negative mental health outcomes.

The debilitating effects of poor mental health go beyond the direct costs of treatment and include even larger indirect costs related to lost productivity, such as through absenteeism and presenteeism (i.e., performance decrements while continuing to work). To quantify the global cost of poor mental health, indirect costs incurred from absenteeism and presenteeism were estimated to be $1.7 trillion annually in 2010 and direct costs added an additional $0.8 trillion, with these costs expected to double by 2030. As the importance of promoting good mental health has become increasingly clear, employers are seeking guidance on action steps they can take that are comprehensive, evidence-based, and cost-effective.

Building a Mentally Healthy Workplace: Seven Principles That Define Exceptional Organizations

In today’s workplace, productivity is no longer the only measure of success. Organizations are increasingly judged by something deeper and far more complex: How well they support the mental health and well-being of their people.

This shift is not theoretical. It is grounded in research and reflected in frameworks like the Carolyn C. Mattingly Award for Mental Health in the Workplace, which identifies evidence-based criteria for organizations that excel in supporting employee mental health.

These criteria are not just award benchmarks. They represent a blueprint for sustainable, high-performing organizations.

At their core, they highlight seven essential principles that define mentally healthy workplaces.

1. Culture: Where Mental Health Begins

Culture is the foundation. It shapes how people feel, how they behave, and how safe they are to speak. 

A mentally healthy culture is not built through slogans or wellness campaigns. It is built through daily behaviors and shared norms. Organizations that excel normalize conversations about mental health, reduce stigma, and encourage openness. They create environments where employees can say I am struggling, without fear of judgment.

Research consistently shows that culture is the strongest predictor of workplace well-being. Without the right culture, even the best programs fail.

2. Mental Health Benefits: Access Matters

Good intentions are not enough. Employees need access to real support. This includes insurance coverage for mental health services, affordable counseling, and access to qualified providers.

High-performing organizations go beyond compliance. They ensure easy access, minimal barriers, and equitable coverage. Because mental health support delayed is often mental health support denied. And when employees cannot access care, stress increases, productivity declines, and costs rise.

Investing in benefits is not just ethical; it is economically sound.

3. Mental Health Resources: Support Beyond Insurance

Benefits provide access. Resources provide ongoing support. These include employee Assistance Programs (EAPs), mental health training, and stress management tools.

But the difference lies in utilization. Many organizations offer resources that employees never use. Why? Because awareness is low, stigma persists, and access feels complicated. Exceptional organizations actively promote resources, train employees to use them, and integrate them into daily work life. 

They do not just provide tools, they ensure they are used and trusted.

4. Workplace Policies and Practices: The Structural Backbone

Mental health is not just personal; it is structural. Policies determine workload, fairness, safety, and inclusion. 

Organizations that excel implement policies that prevent harassment and discrimination, address workplace stressors, and promote fairness and equity. Because many mental health issues are not caused by individuals, but by how work is designed.

For example, unclear roles create anxiety, excessive workload creates burnout, and toxic environments create distress. 

Policies are not administrative tools. They are psychological safeguards.

5. Healthy Work Environment: Designing for Well-Being

Environment shapes behavior. A mentally healthy workplace is designed to support rest, connection, and physical well-being.

This includes spaces for relaxation, opportunities for social interaction, and encouragement of healthy habits. But more importantly, it includes respect for boundaries, encouragement of time off, and flexibility in work arrangements.

Organizations that ignore environment often see burnout, disengagement, and high turnover. Because even the most resilient individuals cannot thrive in unhealthy environments.

6. Leadership Support: The Deciding Factor

Leadership is the single most powerful influence on workplace mental health. Leaders set the tone. They determine what is acceptable, what is rewarded, and what is ignored.

Organizations that excel have leaders who speak openly about mental health, model healthy behaviors, and support employees proactively. They do not just approve programs; they participate in them.

Research shows that leadership engagement is critical for success in mental health initiatives. Without leadership support, programs lose credibility, employees lose trust, and culture remains unchanged.

7. Outcomes and Measurement: What Gets Measured Improves

You cannot improve what you do not measure. Exceptional organizations track mental health outcomes, monitor engagement, and evaluate program effectiveness. 

They ask if employees are actually benefiting, that their stress levels are decreasing, and that the interventions are working.

Measurement transforms mental health from a soft concept into a strategic priority. It enables continuous improvement, accountability, and data-driven decisions.

Beyond the Seven: The Role of Innovation

While these seven principles form the foundation, leading organizations go further. They innovate.

They experiment with new approaches, use technology for mental health support, and develop tailored interventions. Because mental health challenges are evolving and static solutions cannot address dynamic problems.

The Business Case for Mental Health

Supporting mental health is not just a moral responsibility; it is a business imperative.

Poor mental health leads to absenteeism, presenteeism, and reduced productivity. Globally, the economic impact of mental health issues runs into hundreds of billions of dollars annually.

On the other hand, organizations that invest in mental health see higher engagement, better retention, and improved performance. 

The return on investment is clear.

The Future of Work

The future of work will not be defined by technology alone or strategy alone; it will be defined by human sustainability.

Organizations that fail to address mental health will struggle with talent, lose productivity, and face reputational risks. 

Those that succeed will attract the best people, build resilient teams, and achieve sustainable performance.

Sum Up

The seven principles derived from the Mattingly Award framework provide a clear roadmap. They show that mental health is not a side initiative or a temporary focus; it is a core organizational capability.

At its heart, this is about a simple but powerful idea: work should not harm the people who do it. Organizations have a choice: continue treating mental health as an afterthought, or build systems that support human well-being

Because in the end, healthy organizations are built by healthy people, and healthy people require environments that allow them to thrive.

Concluded.

Disclaimers: Pictures in these blogs are taken from free resources at Pexels, Pixabay, Unsplash, and Google. Credit is given where available. If a copyright claim is lodged, we shall remove the picture with appropriate regrets.

For most blogs, I research from several sources which are open to public. Their links are mentioned under references. There is no intent to infringe upon anyone’s copyrights. If, any claim is lodged, it will be acknowledged and duly recognized immediately.

Reference:

https://journals.lww.com/joem/fulltext/2021/12000/organizational_best_practices_supporting_mental.26.aspx