It was 8:30 PM on Tuesday when Priya (fictitious name), a middle manager at a leading company, finally closed her laptop. Her day had started at 9am, full of back-to-back virtual meetings, urgent client escalations and a barrage of emails. She skipped lunch, postponed a doctor’s appointment for the third time, and ignored the throbbing headache that had become her constant companion. When her manager pinged, “I need you for a late-night call with the US team,” she responded with a thumbs-up emoji, because saying no didn’t feel like an option.
Priya’s story is not unusual. It is the lived reality of thousands of professionals in India’s fast-growing sectors. And while organizations have made visible progress – mental health webinars, Employee Assistance Programs (EAPs), wellness apps – the question remains: are these efforts making an impact?
The reality check: why this matters now
The numbers tell a sobering story:
· Eighty percent of India’s workforce reported mental health problems in the past year, costing employers an estimated $14 billion annually in absenteeism, presenteeism and turnover.
· According to the McKinsey Health Institute, India ranks highest globally in burnout symptoms (59 percent).
· Seventy-six percent of Indian workers say they lack the time and energy to do their jobs effectively, a leading indicator of disengagement and slowdown in innovation.
Encouragingly, there are now several helplines – both government and corporate – offering confidential mental health care, signaling a shift towards accessible care.
Why the current approach is inadequate
Webinars and awareness campaigns are a start, but often only a superficial development. EAPs exist on paper but are little used due to stigma and fear of confidentiality. Policies like “mental health leave” can even backfire if they create labels or a perceived career risk. Instead, organizations should normalize taking time off when feeling stressed or emotionally exhausted, without requiring a special category of leave.
The divide isn’t intentional – it’s integration. Mental health support must move from an HR initiative to a business necessity, embedded in culture, leadership and daily practices.
Five services to really make the message come true
(i) Start with leadership: authenticity over optics
When leaders share their own coping strategies or therapy pathways, it normalizes vulnerability. But this must be authentic and limited – focused on the lessons learned, not on exaggeration. Employees are guided by what leaders do, not by what they post on LinkedIn.
(ii) Empower managers as first responders
Managers are the first line of defense, but most lack the skills to conduct sensitive conversations. It’s important to equip them with practical micro-skills: spotting early signs of distress, initiating empathetic check-ins, and warmly referring to internal or external helplines. This is especially critical for India’s younger workforce, which reports the highest levels of burnout.
(iii) Translate policy into practice
Flexibility and workload management should be actively encouraged and not buried in manuals. Encourage employees to take time off when they feel emotionally drained without fear of judgment. Insurance parity is now mandatory under the Mental Healthcare Act and IRDAI guidelines, but many plans still exclude outpatient therapy. Employers should negotiate OPD coverage and communicate in clear language how to claim it.
(iv) Measure what matters
Go beyond counting webinars. Track psychological safety scores, EAP use, after-hours work patterns, and turnover due to burnout. Share quarterly “You said, we did” updates to build trust and accountability.
(v) Design for inclusion
Mental health problems are not uniform. LGBTQ+ employees, healthcare providers, and neurodivergent talent face unique stressors. Offer regional language counseling, life support, and culturally sensitive programs. Co-create solutions with ERGs and employee feedback loops.
From awareness to action: what employers can do now
Integrate helpline access: Promote both corporate and government-supported helplines in onboarding kits, ID cards and internal portals.
Normalize usage: Leaders should openly endorse EAP and encourage time off when needed.
Redesign work: Control the amount of after-hours meetings and emails, because no amount of yoga sessions can compensate for the systemic overload.
Close the loop: Publish progress metrics and next steps.
Organizations like Abbott place wellbeing in the daily rhythm of work – not just through policy, but through practice. From offering confidential mental health advice and resources to encouraging leaders to set healthy boundaries, the focus is on creating a culture where wellness is not an afterthought, but a shared priority. Regular pulse surveys, manager training and inclusive wellness programs help bridge the gap between intention and impact.
The bottom line
Mental health at work is no longer a ‘nice-to-have’. It is critical to productivity, retention and the employer brand. India has made structural progress – insurance parity, helpline infrastructure – but the real change will come when organizations integrate mental health into leadership behavior, manager capabilities and the design of daily operations.
Because delivering on the message is not about doing more. It’s about doing better – and doing it now.
The writer is Director, Compensation & Benefits, Abbott India
Published on October 12, 2025
#Walking #talk #mental #health #workplace #India #intention #impact