Why is mental health now a central topic in workplaces?
Mental health is now a key focus because it directly affects productivity, engagement, and retention. Companies have learned that mentally healthy employees perform better, are more likely to stay longer, and contribute positively to culture. If employees are not mentally invested in their company, they are likely to be disengaged or display toxic behaviours, which negatively affect the organisation.
Globally, there is growing awareness of mental health’s importance. Forward-thinking companies like Google and Facebook embedded wellness into their culture by including informal office spaces and entertainment perks. These were initially seen as unconventional but clearly enhanced employee satisfaction and brand appeal.
Today’s workforce, especially Millennials and Gen Z, expect more than a salary and want emotionally supportive workplaces. The pandemic intensified this shift. Remote work, isolation, and health concerns highlighted the need for better mental health support. Companies are now adapting to meet these evolving expectations.
How does your role as Head of Human Capital position you to influence the culture around mental health?
As Head of Human Capital, I help shape a culture that prioritises well-being. With different generations in the workforce, we must support individuals’ emotional and psychological needs to drive performance.
Fostering a culture of mental wellness is a collective responsibility across the entire organisation, especially among its leaders. Leaders, through their direct influence on employees, play a pivotal role in shaping mental wellness in the workplace. Empathy is becoming an essential quality for leaders, as one’s ability to empathise, or lack thereof directly impacts the company’s ability to embed a culture of employee well-being. Leadership in this space means creating safe spaces where employees feel comfortable discussing issues that may affect their mental health or wellbeing without fear of stigma.
The work lies in advocating for initiatives that embed a wellness culture while maintaining a productive environment that values accountability and business results.
What steps has UAP Old Mutual taken to support mental health and wellbeing?
Well-being is central to our culture transformation at UAP Old Mutual. We use our Annual Culture Pulse Surveys to gather feedback and guide action. The 2023-24 survey, for example, enabled us to take immediate action while also working toward long-term cultural change.
Based on the feedback, we introduced an Employee Assistance Program (EAP) offering counselling and wellness sessions on request, flexible reporting hours for mothers, lactation rooms for breast feeding mothers, and fitness classes at subsidised rates for all employees.
Beyond just mental and physical health, we implemented a subsidised staff loan scheme with reasonable interest rates, enabling employees to purchase land, vehicles, and motorbikes. Additionally, to support with financial wellbeing, we enhanced our medical and life Insurance schemes to ensure comprehensive coverage for employees and their families, providing them with peace of mind.
Recognising the critical role leadership plays in mental wellness, we have intentionally focused on leadership training to ensure managers can effectively support their teams. Our recruitment process now emphasises culture fit, using psychometric testing to align candidates’ values with our organisational goals.
These efforts are part of our ongoing commitment to fostering a workplace where employees feel valued, supported, and empowered to thrive. It is still a journey, but we are confident that we are making the strides in the right direction.
What does mental health mean to you personally as a leader?
Personally, mental health means well-being, resilience, and emotional balance. As a leader, I have learned the value of vulnerability and creating space for support and openness. As I have matured in leadership, I have also realised that part of my responsibility is in also creating an environment of support where learning and failure are welcomed.
I share my personal experiences to normalise the conversation, strengthen my ability to lead with empathy and encourage others to seek help. This is why I emphasise empathetic leadership within our organisation, embedding it into our leadership code. My mantra for leaders is that one can be FIRM but FAIR, leadership is not synonymous with being feared. Leaders who model vulnerability set the tone for the rest of the organisation and their teams, encouraging everyone to prioritise their mental health without fear of judgment.
What is your vision for the future of people, culture, and mental wellness overall?
I envision a culture of care where leadership is rooted in empathy and vulnerability. We will continue to build an environment that promotes psychological safety, ensuring that every employee feels safe to express their thoughts, concerns, and aspirations. This environment will support both personal and professional growth, embedding well-being into our strategy.
Ultimately, my vision is for a workplace where employees feel supported and empowered to bring their full selves to the table, knowing that their well-being is valued and nurtured. This will be a workplace where people and culture are in harmony, driving lasting impact and sustainable growth for the future.