The workplace is essential for businesses to deliver their products or services efficiently to consumers. Industry-specific workplace types vary. A workplace can be located outdoors in nature, inside an office, in a classroom, hospital, restaurant, in a factory, or remotely. No matter what the setting is, the best workplaces provide their workforce with the tools they need in a constructive and efficient environment. The ability to create a productive workplace is crucial to running a business and cultivating a positive work culture.

A drastic change has occurred in the way people live and work as a result of the ongoing COVID-19 crisis and the current toxic climate of society. Due to the global pandemic, March 2020 will forever be remembered as the month when workplaces and the way businesses conduct business changed. In the wake of this unprecedented pandemic, employers and employees were forced to pivot quickly. Essential workers in industries such as healthcare, law enforcement, and banking were forced to incorporate protective gear as part of their work attire. A countless number of employees across a wide range of industries were forced to adopt alternative working arrangements (such as remote working) with minimal to no training and adjust to abrupt shifts in their work culture and processes while simultaneously homeschooling their children, caring for sick loved ones while trying to keep themselves safe, managing worries about financial and job security concerns, and even coping with the indescribable grief of burying loved ones who perished from this deadly virus [4] [5] [6] [7] .

Chronic workplace stress causes employees to burn out and suffer from adverse mental health problems, which hurt an individual’s productivity and motivation. It has been over three years since the COVID-19 pandemic began, and the effects are still being felt by the workforce. As a result of the COVID-19 pandemic, many workers developed an array of mental health and substance abuse problems nearly overnight, including but not limited to anxiety, depression, exhaustion, and fear [8] [9] . For this reason, it is essential to emphasize employee mental health in the workplace to encourage employee loyalty, engagement, and retention.

Although the terms “mental health” and “mental illness” may seem new, they have been observed throughout history. The term “mental hygiene” became popular in the medical community during the 19^th century. The emotional and behavioral struggles that have existed for generations did not have an official name before this time [10] . The presence of mental illness predates the existence of names or diagnoses of specific disorders. Historically, hysteria, shell shock, psychosis, and, in some instances, demonic possession has been used to describe a range of mental disorders, including depression, PTSD, and bipolar disorder. It was not until the 20^th century that society began to publicly accept mental illness and doctors started treating it.

As a result of the highly disruptive and uncertain health emergency COVID-19 and ongoing civil unrest in society, mental health challenges have intensified in the 21st century. The Kaiser Family Foundation surveyed a diverse group of adults to assess COVID-19’s impact on mental health as the pandemic became a nationwide psychological trauma. In this study, about 45% of adults reported that it affected their mental health, and 19% reported it had a significant impact on their emotional health [8] . There were slightly higher percentile rates among women, Hispanics, and African Americans among the adults polled. According to the survey, it is common for people to feel scared, anxious, depressed, insomniac, or simply on edge when faced with an unprecedented event. In addition, civil unrest has become a common occurrence due to an enduring global health crisis. Individuals may feel unsafe, angry, and experience feelings of despair when they see repeated images of violence and destruction [9] .

Businesses and their employees are affected by mental health issues. In the absence of good mental health and an effective stress management plan, job performance can suffer, as can productivity and employee retention. There is, however, an opportunity in every challenge. There are significant opportunities for employers to reconsider the workplace and the flexibility, empathy, compassion, and support they offer their employees. Recognizing the importance of mental health is the key to humanizing the workplace once and for all.

Since the United State has been slowly emerging from the pandemic and people are settling into this “post-pandemic normal”, it is essential to determine how employers can prioritize the mental health of their employees, improve the employer-employee relationship, and reduce employee turnover. Companies need to figure out how to make their employees feel comfortable participating in mental health resources provided by their employer without fear of retaliation? Additionally, we need to know if employers will return to prior treatment of employees in the workplace once the pandemic has come to an end. Can mental wellness strategies be implemented in the workplace in a way that’s beneficial to both businesses and employees? These questions should be considered when assessing the impact of prioritizing mental and emotional well-being in the workplace.

The mental health of employees is becoming increasingly recognized as an important factor in their overall health. Employees and employers suffer when deteriorating mental health is not addressed proactively and empathically. It has been proven that strained mental health and prolonged stress, personal and work-related, can negatively affect employees, as stated in an article by the Centers for Disease Control and Prevention (CDC) titled “Mental Health in the Workplace.” According to the CDC, some of the consequences of compromised mental health in the workplace are employees can’t engage with their work and with others effectively, their job productivity and performance decline, and their physical capabilities get reduced resulting in a lack of physical fitness, communication gets misaligned, and their decision-making becomes impaired [15] [16] [17] .

The fact that employees spend a significant amount of their time at work means that their mental health and well-being can be profoundly impacted by their work environment, regardless of the location—remote, onsite, or hybrid. As the pandemic approaches its fourth year, employers are recognizing how employees live and work has become the unique new norm, and finding ways to keep staff engaged hasn’t been easy. Licensed clinical psychologist Dr. Patti van Eys, Vice President of Product for Pathways at Work, an organization that focuses on mental health and wellness for employees of various organizations, explains that “employee engagement occurs when all team members genuinely want the company’s success. Employees with an emotional connection to their company demonstrate commitment to the company’s goals and are deeply committed to its mission” [14] . However, the lack of employee engagement in the workplace not only hurts businesses through increased absenteeism, but according to author and writer, Kristen McPherson, for Continuum Cloud, the leading provider of cloud solutions for behavioral health and human services organizations, emphasized: “Low engagement is bad for workplace morale, not to mention it’s associated with lower productivity levels among employees, and higher turnover rates for the organization as a whole” [18] .

Keeping employees engaged leads to greater productivity, more satisfied customers, and higher sales because it gives them a sense of purpose. Gallup research found that high-engagement companies had a 41% drop in absenteeism and a 17% increase in productivity [14] . Their study also found that these businesses experienced lower turnover rates, higher customer ratings, and higher profits. Engaging employees is more than just making them happy. As happiness is vital to mental health and overall well-being, these concepts can easily be confused [14] .

Economic uncertainty, social unrest, and disruptions caused by COVID-19 continued in 2021, and affected an even greater number of workers mentally, physically, financially, and emotionally than in 2020. As a result of these unprecedented events, many workers either left their jobs or exited the workforce entirely due to mental health issues like burnout, depression, stress, and anxiety. In his role as a senior director at Lyra Health, the world’s leading provider of workforce mental health benefits, serving 10 million employees and their dependents, Joe Grasso said, “The pandemic has forced people to reflect on what truly matters to them, and if their employer does not support their ability to prioritize other values outside of work, then people may look elsewhere, or they may become burned out and frustrated” (Lyra Health, n.d.). Now that the Great Resignation or reshuffling of jobs of 2021 has settled down a bit, it is the “quiet quitting” trend that is gaining traction at a time when productivity in the United States is causing great concern. As reported by Anuz Thapa in a CNBC article, the phrase “quiet quitting” originated from a TikTok video made viral in July 2022 by Zaid Khan, a 24-year-old engineer from New York. Essentially, the trending phrase describes employees still performing their work tasks but no longer participating in the hustle culture mentality that work is their life. Per Khan, “The reality is, it’s not, and your worth as a person is not defined by your labor” [19] .

A mental illness or mental health issue can impair one’s physical abilities. The lack of routine physical fitness can cause a person’s lifestyle to suffer negatively, leading to additional sicknesses and higher medical costs. Various physical illnesses can also be caused by work-related stress, such as heart disease, back pain, headaches, gastrointestinal disturbances, or migraines [20] . An employee’s daily functioning can be significantly hindered by these additional illnesses, which makes it difficult for them to complete their work tasks timely and efficiently.

Neglecting mental health issues employees face can be more expensive than providing sustainable resources to help them. In the workplace, depression and anxiety have been estimated by the World Health Organization (WHO) to cause a loss of productivity of up to $1 trillion every year [18] . People with mental health disorders are also likely to have other physical health conditions, including heart disease, diabetes, respiratory illness, and muscle, bone, and joint diseases, according to the Centers for Disease Control and Prevention. Those with mental health disorders and other physical disorders often face 2 to 3 times the cost of those without both conditions. A combined medical and behavioral health care system could save the United States $37.6 billion to $67.8 billion annually [16] .

As a result of reducing stigma, organizations can make more profit [15] . Because mental illness affects so many people, its economic and other implications can be significant. Based on a study published by the World Health Organization, for every $1 invested in expanding mental health treatment, there is a $4 return for enhanced productivity and health. Each year, untreated mental illness costs the economy $200 billion in the United States. Major depression is one of the costliest mental health issues among full-time workers, resulting in increased absenteeism, presenteeism, and turnover [13] . Besides depression, when not managed proactively or effectively (as defined in Table 1), some of the other common outcomes of mental health that can be witnessed in today’s workplace can include such issues as episodic or chronic anxiety, burnout, civil unrest, employee turnover, and stress [21] - [45] . Table 1 elaborates on some of the traditional terms, concepts, and organizations involved in mental health literature and interventions. For example, the term “social norms” is typically found to those informal but acceptable beliefs, attitudes, and behaviors that are practiced within an organization or a culture [22] .

There is an opportunity for employers to eradicate the stigma of fear and shame once and for all about mental health in the workplace. It is good news that mental health challenges are becoming more accepted at work because of all the collective disruptions and unfathomable trauma people have experienced over the past three years due to a lingering pandemic and increased incivility in society. Yet, the workplace is the last place anyone expects to hear about mental health issues or mental illnesses because employees are afraid to discuss these life-altering psychological issues with their colleagues and supervisors. After all, they are apprehensive about losing their jobs, damaging work relationships, being discriminated against, and being misjudged by future employers.

When employees need help most, they are often silent due to the stigma associated with mental illness. However, there are many ways to overcome stigmas in the workplace, starting with managers leading by example when it comes to self-care such as: taking paid time off (PTO) to show employees that their well-being is important, do not minimize mental health issues employees’ face, and taking empathetic action. Empathetic action demonstrated by any organizational leadership or management includes redesigning sick days to include mental health breaks, fostering open, honest conversations, proactively noticing when employees appear stressed, and training other teammates to do the same. Many employees just want to know they are not alone in this daily struggle and that their employers do see them as human “beings” rather than human “doings”.

There is a close connection between mental health and diversity and inclusion (D & I) [15] . Lack of representation, microaggressions, unconscious biases and other stress factors in the work environment can affect the mental and psychological health of employees from diverse backgrounds. Because of this, initiatives that promote diversity, inclusion, and belonging can also promote mental health. Employers should make sure employees from diverse backgrounds are getting mental health support as they focus and take action on D & I and racial justice strategies.

To support minority employees, employers have a variety of options to choose from. For instance, employee resource groups can be established as voluntary, employee-led groups formed in the workplace that are based on shared interests, characteristics, or similar life experiences. Also, educating employees and ensuring inclusive language is used by company leaders are intentional ways to increase awareness and provide a sense of belonging for everyone. A more motivated, engaged, and productive workforce is achieved when employees feel valued, accepted, respected, and included at work [15] .

It is beneficial for businesses to invest in a mentally healthy workforce. In many organizations, mental health programs are reactive instead of proactive, which can be extremely costly as the issues unfold. Even though mental illnesses require fewer direct health insurance costs compared to physical health conditions such as heart disease and cancer, they still account for greater productivity losses if left untreated. A reduction in total medical costs, an increase in productivity, a decrease in absenteeism, a reduction in turnover rate, and a reduction in disability costs are all advantages of why employers should invest in effective and easily accessible treatment for employees’ mental health issues and mental illnesses. When companies and organizations neglect providing tangible support for the psychological and emotional well-being of their employees, they risk losing a great deal of talent.

Stress and burnout in the workplace play a major role in high employee turnover rates. Employees from a wide range of industries have left the workforce in droves due to the rise in mental health issues since the onset of the pandemic resulting in the “Great Resignation.” People have become more conscious of their work-life balance (or the lack thereof) after working from home longer than anticipated. The pursuit of higher pay and better opportunities has led some people to leave their jobs. Women were the majority who left the workforce due to burnout due to the overwhelming and unrealistic pressures of working and taking care of their children or elderly parents concurrently during the peak of the pandemic.

The need for work flexibility among employees has never been greater, especially now when many companies are instructing their staff to return to the office. Providing mental health and wellness benefits as part of a company’s regular benefits package could help recruit and retain top talent. This response would allow employers to improve their overall employee benefits coverage and implement employee retention strategies that promote work-life balance and supports emotional well-being. Employee engagement and satisfaction can be increased if mental health and wellness needs are recognized as part of a company’s culture and core values.

Incorporating empathy and kindness into an organization’s core values could be the vital components to prioritizing mental health in the workplace and providing a healthy work culture. Having empathy and kindness woven through a company is more essential now than ever before. In these unprecedented times where everyone has been affected in some way or another, valuing employees’ contributions is imperative to respecting their humanity and navigating these uncertain times and beyond efficiently. Organizational leaders should set an example of empathy, kindness, and compassion by modeling these behaviors on others. As such, they encourage their employees to interact with one another with more compassion and kindness.

Since many businesses must change their business practices at a moment’s notice at the expense of their employees’ emotional, physical, and mental well-being, many organizational leaders have been forced to rethink their workforce engagement strategies. Senior leaders who authentically model empathetic and kind behaviors should hold their employees and management accountable for their actions. Leadership plays a crucial role in employees making their personal assessments about their employers based on how they are treated to determine whether working for a particular company is worth their mental and physical health, despite financial implications. An example like the Great Resignation might suffice to illustrate the importance of respect, empathy, and kindness in the workplace.

All employees of Biz 2 Bank (also known as Biz 2 Bank Financial Services) will be the target participants for this study’s methodology. Biz 2 Bank Financial Services has a total of approximately 60,000 employees to date. Employees in customer-facing positions (such as teller positions) and employees within non-customer-facing positions will participate. A study of all employees will be conducted, regardless of their career level.

Although a 100% participation rate is ideal, it’s not realistic to think everyone will take the survey. To obtain at least 50% participation, Human Resources will ask all employees to complete a confidential survey within a designated time frame. An email will be sent to all employees and the survey will also be posted on the organization’s intranet website to encourage engagement. Several reminder emails will be sent to encourage responses to uncompleted surveys.

The sample population that will be used for the survey is all permanent, full-time, and part-time employees including senior leadership at Biz 2 Bank Financial Services. These employees have access to the company’s benefits and resources, regardless of their employment status or career level.

To obtain the necessary data for this project, a quantitative research design will be used. An emailed notification will be sent to each employee’s work email address with a link so they can access the surveys. The surveys will consist of multiple-choice, open-ended, and closed-ended questions. Following each question, employees will have the opportunity to provide additional comments on their responses.

The survey questions will address stigmas surrounding mental health in the workplace, workplace environments, company mental health benefits and resources, employee turnover, and workplace culture. To ensure employee privacy, survey responses will remain anonymous. Participants will have access to the survey for two weeks at the beginning of the third quarter, before the benefits enrollment period in the fourth quarter.

Following the survey period, an independent third-party vendor will review the results. Once all survey responses are verified and validated by the independent third party, they will be returned to Human Resources for further analysis. The results of the survey will be compared with previous years’ data concerning mental health among employees. Upon reviewing the compiled results, Human Resources will identify the top three areas of concern and send their findings and recommendations to the senior leadership team. Once senior leadership completes their review, Human Resources will communicate the results of the survey to all employees and begin implementing the necessary changes.

To reduce the stigma attached to mental health at work, employers must take applicable actions to shift the dialogue from shame to support. As organizations evolve their operations for the post-pandemic era, now is the time to influence this shift in the workplace [37] . The first step employers can take is to change the perception that mental health issues and illnesses are immoral. Employers can change the narrative around mental health in the workplace by ensuring that every employee receives mental health literacy training to emphasize that psychological disorders and issues can be treated, and that early intervention or prevention can assist employees in recovering and leading fulfilling lives. Additionally, managers and leaders should be trained to recognize signs of stress and burnout to identify problems early and connect employees with the appropriate resources for support.

Diversity and inclusion strategies should include Employee Resource Groups (ERGs) to build and maintain an inclusive work culture [15] . An ERG is an employee-led, voluntary group within an organization that supports employee career development and personal growth. By creating safe spaces to exchange ideas and connect with like-minded peers, these open forums foster a sense of belonging among employees. Employees who participate in these groups typically share a characteristic or common interest, whether it is their gender, religious affiliation, sexuality, ethnicity, or lifestyle. The implementation of Employee Resource Groups can positively affect employee satisfaction, innovation, and employee engagement.

Additionally, due to COVID-19, many employees are now working full-time remotely for the first time, which can result in isolation from peers to whom they were once accustomed. To avoid employees developing a sense of loneliness, immediate managers should schedule regular 1:1 check-ins with their staff and encourage team members to connect via virtual lunches or virtual water-cooler breaks.

To improve employee retention, lower business costs, and enhance employees’ productivity and performance, companies should expand their investment in mental health benefits and resources. Investing in mental health programs that can be easily accessed demonstrates an employer’s concern, care, and value for their greatest asset—their employees. Employee Assistance Programs (EAP), for example, offer confidential support along with coping strategies and tips for a wide range of professional and personal issues. Employers who provide their employees with these tools empower them to take control of their well-being.

When employees’ mental health and well-being are neglected, absenteeism, presenteeism, medical insurance costs, and disability claims can increase, which can result in extensive financial costs to the organization. Investing in workplace health programs can help companies avoid some of these expenses.

The COVID-19 pandemic may have exacerbated the connection between mental health and job turnover. To retain top talent, organizations should develop a holistic approach to mental health and provide more affordable mental healthcare benefits packages that help employees offset out-of-pocket expenses by setting reasonable co-pays for care or adding dollars to employees’ healthcare services. Further, employers must evaluate and rectify compensation gaps, excessive job requirements, and a lack of recognition and appreciation for their employees, as well as address limited opportunities for career growth and advancement.

Flexible work arrangements, which result in a work-life balance, are another way to attract and retain talented employees [28] . Additionally, employees should be provided with sufficient time off for vacation, sick leave, and family care. All employees should be encouraged to take their allotted time off as needed to rest and recharge mentally, physically, and emotionally without fear of retaliation.

To improve the overall employee experience in the workplace, respect, empathy, and kindness should be the standard in any work environment, regardless of personal feelings [3] [4] [15] . These qualities reduce employee stress, increase productivity and collaboration, improve employee satisfaction, and create a fair work environment. Taking the time to listen to coworkers at all levels of an organization, eliminating conscious and unconscious biases, recognizing the strengths and accomplishments of others, practicing transparency, common courtesy, politeness, and speaking in a kind manner are all examples of respect and empathy in the workplace.

The policy recommendation is to put into place strategies business leaders and managers can use to create a mentally healthy workplace and culture that sustains the current interventions. Among the strategies that are senior leadership must promote a work/life balance in the workplace, create safe spaces for discussing mental health, offer free screening tools and self-assessments for mental health, and encourage employees to utilize their Employee Assistance Program benefits frequently for additional support. Also, providing in-service events that employees can easily engage in as this demonstrates employer support and communicates that physical and psychological wellness can become a priority at work. The expansion of mental health assistance and incentives for participating in workplace wellness activities related to both physical and mental health would also be recommended as policy recommendations.

A further study should be conducted to measure mental health in the workplace to determine which job functions create more stress within an organization than others. Further research in this area may help identify ways for senior leadership, management, and human resources to collaborate on ways to retain top talent by improving the employee experience. The demographic data in this study did not include age and family support, which may have an impact on mental health; as such, future researchers can use age and family support as research variables. A study of the mental health impact of the “new normal” of hybrid and remote work should also be conducted. Due to the pandemic, numerous companies were forced into alternative working arrangements. Because of this, the lack of daily face-to-face, in-person interaction at work is all the more reason why mental health at work needs to be prioritized.