Mental health has become one of the most discussed topics in recent years. However, in practice, it remains one of the most underemphasized aspects of work life. Despite organizational policies that ostensibly promote a blooming work-life balance, casual statements by industry leaders often emphasize practices that directly violate this balance. These contradictions highlight the growing gap between policies on paper and ground realities.
Mental peace is a critical pillar of work-life balance and a fundamental component of sustainable professional success. Violations of work-life balance negatively impact employees’ mental well-being. Ironically, these violations are often driven by employers’ efforts to enhance performance and optimize the bottom line. However, the impulsive focus on performance at the cost of mental peace leads to inconsistent long-term results, ultimately weakening the efficacy of the talent pool. Employees experiencing prolonged stress or burnout often disengage from their roles, diminishing their productivity and creativity over time.
As these violations persist, employees seek escape routes, hoping to find peace in new opportunities. Unfortunately, they often encounter similar or new negative elements of work-life balance violations, perpetuating the paradox. Organizations end up investing significant time and energy in recruiting, training, and replacing talent, creating a never-ending cycle of talent turnover. This not only drains resources but also disrupts organizational workflows, making it harder to achieve stability and sustainable growth.
The cost of ignoring mental health
Building a high-performing, enthusiastic talent pool requires substantial organizational investment in time, training, and money. Neglecting employees’ mental health weakens this talent pool and adversely affects other critical aspects, including organizational culture, public perception, and employer branding. Persistent work-life balance violations render mental health an illusionary, utopian concept that urgently needs to be addressed in principle and practice. Mental health is not just an individual concern; it is a collective responsibility that shapes the organization’s long-term resilience and adaptability in a competitive market.
While long working hours remain a primary concern, other subtle yet significant factors also undermine employees’ mental health and work-life balance. These include micromanagement, lack of autonomy, unrealistic targets, unequal work distribution, authoritarian leadership styles, and toxic workplace cultures. These factors not only harm individual well-being but also contribute to a hostile work environment and reduced creativity, fostering resentment and dissatisfaction among employees.
Impact on organizational performance
According to the Deloitte Mental Health Survey 2024, 16% of employees are planning to leave their jobs due to mental health issues. Despite significant organizational investments in mental health initiatives, the lack of practical implementation continues to have detrimental effects on both management and employees. The lack of mental health awareness at senior leadership levels further aggravates the issue, making it difficult to embed wellness into the organization’s ethos.
Addressing mental health and work-life balance is no longer optional but imperative for fostering a robust organizational culture. Policies must go beyond documentation to practical application, ensuring employees’ well-being is protected. Appropriate measures to safeguard mental health and promote work-life balance will not only benefit employees but also strengthen organizational performance and sustainability. Prioritizing mental health enhances employee loyalty, engagement, and creativity, creating a virtuous cycle of mutual growth and success for both employees and the organization.
By: Dr Reshmi, Assistant Professor, Paari School of Business- SRM University -AP
