Beyond Awareness: Building a Culture of Mental Well-being at Work | Mai Tlau | Head of Corporate Wellness Practice | Prudent Insurance Brokers
Work forms a significant part of our lives – it is where we spend most of our time, earn our livelihood, and build meaningful connections. A fulfilling job provides financial stability and, at the same time, contributes greatly to our mental well-being. Every individual deserves a workplace that supports mental health and enables them to thrive. Mental health in India has shifted from being a private struggle to a defining workplace concern. The rapid urbanisation, evolving family structures, and most importantly the aftershocks of the pandemic have profoundly changed how people cope with stress and manage emotional well-being.
According to a recent whitepaper by Prudent Insurance Brokers Pvt. Ltd., one in seven Indians faces mental health challenges, with depression, anxiety, and burnout being the most common. These struggles are not just personal; they directly affect workplace productivity, engagement, and retention. It’s estimated that Indian companies lose around 14% of productive annual working hours due to mental health-related issues, with presenteeism (working while unwell) causing nearly 1.5 times the productivity loss of absenteeism.
The rising concern is further reflected in the growing number of suicide cases among working professionals, an alarming increase of over 20% year-on-year. This points to an urgent need for meaningful and sustained mental health interventions in workplaces.
The Persistent Stigma Around Mental Health
Even as awareness grows, the stigma about mental health remains one of the biggest barriers to progress. Many employees hesitate to talk about their mental health for fear of judgment or negative career consequences. This leads to underreporting and prevents people from accessing support, even when it is available.
While several companies have introduced Employee Assistance Programs (EAPs) or wellness initiatives, their utilisation remains low. Employees often view these programs as reactive or impersonal, and in some cases, they are not even aware of them. The result is a widening ‘care gap,’ where awareness exists but action lags.
The Generational Divide in Mental Health Needs
Mental health expectations vary widely across generations. Younger employees, especially Millennials and Gen Z value openness, purpose, and work-life balance. They expect employers to foster psychological safety and provide access to flexible support systems. They are also more likely to quit organisations that fail to meet these needs.
On the other hand, Gen X and Baby Boomers, who make up a large share of the workforce, tend to view mental health as a private matter. They are less likely to seek help or utilise support services, even when they are available. These differences indicate that a one-size-fits-all approach will not be effective. Organisations must tailor their well-being strategies to resonate with the unique needs of each generation.
Empowering Managers as the First Line of Support
Managers play a critical role in identifying and addressing early signs of mental distress. Yet, many lack the skills or confidence to respond effectively. Training programs that help managers recognise symptoms, handle sensitive conversations, and provide guidance can make a significant difference. However, real progress goes beyond awareness – it needs practical systems that make help accessible. Managers must be equipped with clear policies and easy access to mental health resources. When early recognition is paired with accessible mental health resources, the impact becomes transformative – turning awareness into action.
Equally important is the structure of employee benefits. Most traditional health insurance plans focus on hospitalisation, while mental health care, like therapy and counselling, is primarily out-patient. Integrating out-patient based mental health coverage, wellness workshops, and digital tools such as guided meditation or self-help apps can help employees access timely and stigma-free care.
Building a Culture of Strength and Support
Progress also lies in building workplaces where mental health conversations are normalised and seeking help is viewed as a sign of strength. Companies can take simple yet effective steps – regular mental health check-ins, peer mentoring, leadership-led awareness campaigns, and confidential counselling services to foster a culture of trust and openness.
At the same time, aligning wellness programs with business goals ensures long-term commitment. When employees feel supported, they are more engaged, relaxed, productive, and loyal, directly contributing to organisational growth and stability.
Addressing mental health holistically is both a business and societal responsibility. Employers are uniquely positioned to bridge the care gap by making mental health support accessible, inclusive, and continuous. Integrating therapy and counselling within insurance benefits, training managers to respond with empathy, and promoting visible leadership involvement can transform workplace well-being from a policy to a practice.
By doing so, corporate India can build a workforce that is productive, and at the same time, emotionally resilient – a foundation essential for a healthier and more compassionate future.