Laine, could you please introduce yourself and your role as the VP and Communication Strategy Thought Leader at Alight, and share your expertise in the field of mental wellbeing in the workplace?
As Alight’s Strategy and Enablement Thought Leader in our Engagement Services practice, I help Fortune 500 companies effectively attract, retain and engage their workforce by going beyond education to tell a richer story that captures the authentic employee experience to drive individual wellbeing and business results. With more than 23 years at Alight and other leading HR consulting firms, I am an experienced practitioner, helping many clients over the years navigate the challenges of educating, engaging and motivating people and making the most of an organization’s investment in their HR programs and people. I am also the leading voice of Alight’s signature Workforce and Wellbeing Mindset® Studies that explore facets of employee experience and wellbeing to provide insights on how employers can enable greater productivity, engagement and wellbeing in the workplace and at home. Using this internal research and external market trends, I help employers understand the evolving needs of their people. I have authored numerous articles and presented on topics ranging from wellbeing investments, purpose, crisis communication, executive rewards, pay equity, the pandemic impact on working women, vaccines, caregiver support and mental health.

State of employee wellbeing:

The recent data suggests a decline in mental wellbeing and increased stress among employees. What are some key indicators or signs that employers should be aware of to recognize mental health concerns within their workforce?
The amount of stress and emotional upheaval being felt by employees is alarming. Just 48% of U.S. employees have a positive view of their mental and emotional wellbeing, according to our 2023 International Workforce and Wellbeing Mindset Study. Granted, that number rebounded from a COVID-era low of 39% in 2021, but since then, it’s remained stagnant and even declined slightly since 2022.

Even more concerning, younger workers and women rate their mental and emotional wellbeing significantly worse than their older and male counterparts. Just 44% of women have a positive view of their mental/emotional wellbeing, compared to 53% of men. Gen Z is feeling the most negative, with only 35% rating their mental and emotional wellbeing positively, compared to 55% of Baby Boomers.

One major indicator an employee is struggling with their mental wellbeing is if they stop paying attention to their appearance or radically alter how they present themselves. Someone who traditionally reported to work clean and well-dressed may suddenly start showing up with an obvious lack of personal hygiene and no longer dressed appropriately for the workplace – or in line with their own previous standards.

Likewise, employees who exhibit mood swings and erratic behavior or seem to always be on an emotional rollercoaster may be dealing with mental health issues. They may engage in unusual behavior or become easily irritated, frustrated or angered, particularly when dealing with co-workers. They also may begin isolating themselves, eating lunch alone – or not eating at all – and declining to participate in company activities.

Someone struggling with stress, depression or mental illness may also start taking a lot of time off work. Don’t get me wrong. We all need a “mental health day” here and there. I’m talking about excessive time off, something out of the norm for that particular employee. It may be a matter of simply not being able to face the day or related to the many physical problems that can arise as a result of mental health woes.

Impact on employee performance:

How does the decline in mental wellbeing and increased stress levels affect employee performance, including productivity, engagement, and overall outlook in the workplace?
Stress is a normal part of life and something we all experience daily. While we tend to think of stress as a bad thing, it can actually be beneficial by giving us an adrenaline boost that brings focus and helps us think better on our feet. When stress becomes chronic or reaches unmanageable levels, it can be quite detrimental — to our health, happiness and success in life and at work.

Too much stress leads to burnout, which the World Health Organization (WHO) classified as an “occupational phenomenon” in 2019. By definition, burn-out is a syndrome that results from chronic workplace stress that has not been successfully managed. Employees suffering from burn-out exhibit feelings of energy depletion or exhaustion, increased mental distance from their job, negativism or cynicism related to their job and reduced confidence in their own abilities.

Unfortunately, more Americans are taking work stress home with them, too. According to our 2023 Mindset report, 75% have experienced some adverse effect of job-related stress, with sleep disruption (53%), low morale (43%) and anxiety attacks (37%) having the biggest impacts.

When employees are struggling with their mental wellbeing, they find it difficult to focus on the task at hand and feel less engaged with their work, their colleagues and the mission and vision of the company. Productivity plummets as workers stop bringing their best selves to work every day. They no longer find purpose and meaning in their job and they lose the sense of belonging, connection and purpose that had previously kept them from looking for opportunities elsewhere.

Strategies for employers:

Can you share effective strategies that employers can implement to support their employees’ mental wellbeing and reduce stress levels?
It’s no secret that stressed out employees are less productive, less focused and often checked out at work. Whether they are dealing with their own anxiety and depression or mental health issues with their family, those matters are top of mind – and frankly, they should be. Increasingly, employees are recognizing the importance of caring for the whole person when it comes to their employees and that means helping them lead their best lives at work and at home.

One of the most important things employers can do is encourage communication. For years, there’s been this unspoken rule that emotional struggles are something you simply don’t talk about in the workplace – and you sure as heck don’t tell your manager about it. Yet, most employees don’t give a second thought to sharing their physical health problems with managers and co-workers.

Cancer, diabetes, cardiac issues, even intensely personal challenges like infertility are often discussed at work. When someone’s struggles revolve around emotional or mental health, however, there’s often a hesitancy to divulge that information. That’s because employees are often afraid to come forward, fearing their concerns will be dismissed or worse yet, they might face discrimination due to their mental health challenges.

As a result, less than half of workers (47%) have taken the initiative and opened a dialogue with their boss about their challenges, according to our 2023 Mindset report. Of those, more than three-quarters (77%) are satisfied with their supervisor’s handling of the conversation and 75% say their manager provided support or solutions to help address their job-related stress.

Creating an open culture where people are comfortable sharing their mental health challenges is essential to empowering them to find solutions. Increasingly, employers are striving to erase the stigma around mental health, so workers know it’s okay to step up and say, “I’m really struggling.”

Flexibility also can play a big role in helping people manage stress and improve their mental wellbeing. When feasible, employers should give employees the ability to decide where and when they work. Flexible work schedules and the option to work from home empower people to achieve better work-life balance and improve their mental wellbeing.

Tools and resources:

What kinds of tools and resources should organisations provide to help employees manage their mental wellbeing and stress effectively?
Technology is playing a major role by enabling employers to provide a one-stop shop where employees can access tools and resources to help improve their wellbeing across all four pillars – mind, body, wallet and life.

Behavioral health guidance solutions break down the emotional and structural barriers and lower the threshold for employees to take that all-important first step of reaching out for help. They can be matched with a variety of mental health clinicians, such as licensed mental health counselors, licensed social workers, psychiatric nurse practitioners, psychiatric advanced practice registered nurses and psychiatrists who provide a confidential, non-judgmental space to ask questions, be vulnerable, talk about their symptoms and understand the options for help. They also provide ne-on-one support and motivation, helping employees set goals and address mental stressors, from everyday irritations and poor sleep to anxiety and depression.

Such platforms also engage employees through digital therapeutics,
gamification and emotional wellbeing activities like daily mediation, setting reading goals, boosting vocabulary or expressing daily gratitude. Employees are also able to connect with other resources for additional live coaching and therapeutic support, resulting in better health, a better sense of connectedness and overall improvements in engagement.

Additional solutions, tools and AI-based content increase awareness and utilization of emotional wellbeing programs and facilitate easier and faster access to information and services around related issues like childcare, eldercare, financial planning and healthcare.

Employee engagement:

How can focusing on mental wellbeing and stress management positively impact employee engagement and motivation within a company?
We’ve all experienced the negative impacts of mental health challenges on our work performance. When we’re stressed or struggling with our mental health, it’s harder to concentrate, think creatively or be innovative. Energy levels are low and we find it difficult to drag ourselves to work each day.

Three-quarters of U.S. employees report moderate to high stress levels and nearly half report symptoms of burnout, characterized by the World Health Organization as feelings of energy depletion, reduced professional efficacy, increased mental distance from one’s job and feelings of negativism or cynicism related to one’s job. With that many employees reaching the breaking point, it’s no wonder that one-third say they often dread going to work or starting their workday, according to our 2023 Mindset study.

Contrast that with employees who are supported when it comes to their mental health. Because they feel more in control of their mind and have the tools to manage the stressors in their lives, these workers are far more likely to be productive and engaged. They are more at ease with themselves, which makes them better team members – and since their employer has demonstrated real care by investing in their mental and emotional wellbeing, they feel valued. In turn, they are motivated to do their best, as they appreciate what their employer is doing for them.

Promoting a positive workplace culture:

What role does company culture play in addressing mental health concerns and how can organisations foster a more supportive and inclusive environment?
Mental health issues are one of the most common health conditions in the United States with more than half of all U.S. adults requiring mental health treatment at some point in their lives. Yet the stigma around mental health is pervasive, primarily due to a lack of awareness, education and understanding. No wonder more than half of people experiencing mental health challenges don’t receive treatment for their problem.

Employers are in a powerful position to help employees with their mental health by making available tools and resources for bringing peace to their lives. Simply making resources available isn’t enough, however, if employees fear being stigmatized when seeking help. It’s incumbent upon employers to erase this stigma by creating a culture where people feel comfortable discussing their mental health challenges without fear of scorn or retribution. Set the tone from the top by inviting members of the senior leadership team to share their personal stories. Seek to dispel myths about mental health. Give managers the tools to have effective conversations and direct employees to the resources they need. Teach managers and employees to recognize signs and symptoms of mental health challenges so they can respond compassionately and be supportive of their colleagues.

At Alight, for example, we’re deeply committed to erasing the stigma around mental health and providing holistic wellbeing support that ‘cares for the whole person’ across the pillars of healthy mind, body, wallet and life. Through our Alight Worklife ® platform, colleagues have access to a wealth of Healthy Mind resources, as well as to counseling and work/life services through our Employee Assistance Program.

In the U.S., employee caregivers are invited to take advantage of support and resources through our partner, Cariloop, as they provide care to their loved ones, whether that be young children, aging relatives or treasured friends. We’ve even granted all 18,000 global colleagues access to Calm, the #1 app for improving wellbeing by promoting better sleep, reducing stress and anxiety and developing mindfulness. I use it almost every day and it’s such an important part of my wellbeing approach. Each employee is encouraged to share this benefit with those close to them, as we believe that while one in five colleagues may struggle with mental health issues, the other four are family and friends.

Measuring impact:

How can employers measure the impact of their mental wellbeing and stress management initiatives, and what key metrics should they track?
Measuring the impact of mental wellbeing investments is imperative to determining whether employees are achieving improvements in their mental health. It’s also invaluable in defining ROI and justifying future expenditures. Employers often struggle with identifying what metrics to track. After all, mental health is subjective and may not be easy to quantify using the same measures as other workforce matters.

Fortunately, there are several tangible metrics that can be tracked to assess the success of mental wellbeing initiatives. Perhaps the most critical metric is engagement with the program. How many employees are using the program? How often are they interacting with it? A high level of sustained utilization is an indication that employees are finding the available offerings helpful.

Employers may also wish to consider conducting short pulse surveys to assess the mental wellbeing of the workforce and whether they are benefitting from the support being offered. If standalone mental health check-ins don’t align with corporate culture, questions related to mental health can be included in annual employee engagement surveys.

Other metrics to track include absenteeism, including leaves of absence and disability leave. As I mentioned, employees who are struggling with their mental health are more likely to be taking extra time off. If you see a decline in absenteeism after you begin offering mental health support, that’s a good sign you are achieving your goal.

Lastly, turnover is another metric for measuring the effectiveness of mental health initiatives. Granted, people leave their employer for many reasons, but high rates of turnover, combined with excessive absences, low engagement and negative self-assessments may very well point to mental health support that isn’t achieving the desired results.

Of course, it’s not enough to simply know if your mental health initiatives are effective. The insights you garner must then be put to use, making improvements and ensuring your programs continue meeting the needs of your people.

Personalised support:

In your experience, how can organisations provide personalised support for employees’ mental wellbeing, considering that individuals may have different needs and preferences?
If the last few years have taught us anything, it’s that a one-size-fits-all approach simply does not work anymore. It never really did. But today’s highly diverse workforce and families make it even more important to personalize offerings to ensure the person in need of support gets exactly what they need, when they need it and how they want to receive it.

Personalized support is an absolute must across all four pillars of wellbeing, including mental wellbeing. Personalization empowers employees by reaching them in the moments that matter with tools, resources and guidance that meet their specific situation.

Through Alight Behavioral Guidance, for example, a participating employee or dependent has access to a dedicated Behavioral Health Ally for ongoing personalized support. This registered nurse can screen for anxiety and depression and educate individuals on treatment options, medications and providers that meet their specific needs.

Likewise, our Alight Well platform that engages employees across multiple dimensions of wellbeing through team and individual challenges, incentives, digital therapeutics, gamification and emotional wellbeing activities like daily mediation, setting reading goals, boosting vocabulary or setting daily gratitude. Employees also may connect with other personalized resources for additional live coaching and therapeutic support, resulting in better health, a better sense of connectedness and overall improvements in engagement.

Long-term wellbeing:

Could you share insights on how employers can ensure the sustainability of their mental wellbeing programs to support long-term employee health and resilience?
The key to ensuring the stability of a mental wellbeing program is to weave mental health throughout the culture of the organization. Encourage people to come forward with their struggles, if not to their manager, then to HR or a trusted colleague. Make them aware of the resources available to them and stress the confidentiality factor. Model this openness from the very top and encourage executives to be open about their own issues. Mental health still carries a heavy stigma and people are often afraid their careers could be negatively impacted if they come forward with their challenges.

Once people recognize it’s okay to be vulnerable and that there is value in the tools, resources and guidance, utilization will snowball. Word-of-mouth also plays a significant role, as workers who have used the company’s mental health resources are apt to recommend to co-workers who have confided in them about their own struggles.

However, it’s important to remember this is not an “if you build it, they will come” scenario. Utilization of wellbeing resources – including mental health resources – remain alarmingly low at many companies. Building a sustainable program first requires encouraging utilization through communication via all channels. After all, employees can’t make use of a benefit if they don’t know it exists.

Final thoughts

Based on your extensive experience, what advice would you offer to employers who are just beginning to address mental wellbeing concerns in their organisations?
The first thing I would say is your people are struggling with mental health issues whether you’ve seen the signs in your own workforce or not. It’s easy to place the blame on COVID and assume that since the pandemic is over, people’s mental and emotional wellbeing just keeps getting better and better. Unfortunately, that’s proving not to be the case.

Across the globe, worry, stress and sadness stayed near the record highs set in 2021 and the world remains in “a heightened negative state,” according to the 2023 Gallup Global Emotions report. That’s in line with the findings from our 2023 Mindset report which I cited earlier in this conversation. Less than half of all employees have a positive view of their mental and emotional wellbeing.

Unfortunately, some employers made this assumption and rolled back many of the additional wellbeing solutions, including mental health support, they rolled out during the pandemic. This is a big mistake. The mental health crisis is an endemic. Its presence is a constant which poses a very serious threat to your employees, their families and your business.

So, my advice is this: recognize that providing mental wellbeing support to your people is not a quick fix or a one-time thing. It’s an ongoing commitment that is becoming increasingly necessary. As employers seek to provide a stellar employee experience, mental wellbeing is an essential component. Helping your people improve their mental health by providing them the necessary tools, resources and guidance will not only empower them to lead happier, healthier lives, it will make them more engaged, productive and loyal employees.