Rethinking Workplace Wellness: A Call for Systemic Change
Written with artificial intelligence.
As World Mental Health Day approaches, experts call for a fundamental shift in how organizations approach employee wellbeing. Rather than relying on wellness programs and apps, companies must create healthier work environments that address the root causes of employee stress and dissatisfaction.
The Need for Change in Workplace Wellness
As organizations increasingly invest in wellness programs, gym memberships, and mindfulness apps, experts are urging a reevaluation of these strategies. Prof Renata Schoeman, head of the MBA Healthcare Leadership program at Stellenbosch Business School, emphasizes that these initiatives cannot substitute for addressing chronic overload, poor management, job insecurity, and harassment in the workplace.
On the occasion of World Mental Health Day on October 10, Prof Schoeman highlights the importance of shifting the conversation from how employees can improve their health to how organizations can create healthier work environments. She argues that mental health should be a priority at the boardroom level, with leaders held accountable for fostering psychological safety and stability among employees.
The Impact of Poor Work Environments
A report from the International Labour Organization (ILO) reveals alarming statistics about work-related psychosocial risks, linking them to 840,088 deaths annually worldwide. In South Africa, one in four employees has a clinical diagnosis of depression, costing the economy approximately R19 billion a year due to absenteeism. Furthermore, a discrepancy exists between how executives perceive workplace wellbeing and the actual experiences of employees. The 2025 Deloitte Well-being at Work report indicates that while many executives believe wellbeing has improved, only about a third of employees feel the same.
Moving Towards Systemic Solutions
Prof Schoeman suggests that organizations should manage psychosocial hazards similarly to physical hazards by identifying and mitigating risks such as poor supervision, unreasonable demands, and workplace bullying. The focus should be on improving work design rather than merely providing wellness perks.
To effectively enhance workplace wellness, she recommends several actionable steps:
- Measure wellbeing consistently: Implement ongoing assessments to gain a clearer picture of employee wellbeing.
- Empower employee voices: Create channels for employees to express concerns and ensure their feedback informs organizational policies.
- Monitor broader indicators: Track metrics beyond sick leave and absenteeism, such as employee autonomy and engagement with wellness programs.
Conclusion
Ultimately, addressing workplace mental health requires more than teaching resilience. The goal should be to design work environments that do not necessitate constant coping mechanisms, thereby allowing employees to thrive without the burden of unhealthy work conditions.