In today's rapidly evolving workplace, employee well-being
and mental health have become central to business sustainability and
performance. Forward-thinking organisations increasingly recognise that
productivity, creativity, and innovation flourish only when employees feel
psychologically safe, supported, and valued. Treating well-being as a strategic
HR priority is not a compliance exercise; it drives engagement, strengthens
resilience, and reduces turnover (Deloitte, 2024).
When employees' mental health is nurtured, they bring their
best selves to work. Conversely, when ignored, burnout and disengagement
quickly follow. The evidence is clear: well-being and performance are no longer
separate concepts; they are fundamentally interconnected.
Well-Being in the Modern Workplace
Traditional wellness efforts, such as gym memberships or
health insurance, are no longer sufficient. Modern employees, particularly
Millennials and Gen Z, seek holistic well-being that includes psychological
safety, work-life balance, autonomy, and a sense of belonging.
Leading organisations now embrace well-being intelligence; the
use of data and feedback to design tailored well-being programmes. This shift
aligns with motivational theories such as Maslow's Hierarchy of Needs, which
emphasise that self-fulfilment and safety must coexist for motivation to
thrive. When HR teams combine compassion with data, they can detect burnout
signals early, measure engagement, and deliver proactive mental health support
(McKinsey, 2024).
For instance, Microsoft offers mental health days and
AI-powered well-being analytics that monitor meeting fatigue trends across
teams, helping leaders adjust workloads before stress peaks (Microsoft, 2024).
Similarly, Unilever integrates emotional well-being training into leadership
development, helping managers identify and address psychological strain within
their teams (Unilever, 2024).
Building a Culture of Care and Psychological Safety
A strong culture of well-being does not emerge overnight; it
must be intentionally built. It requires leadership commitment, empathetic
communication, and consistent support mechanisms. HR plays a vital role in
ensuring that mental health discussions are normalised and destigmatised across
all organisational levels.
Research from Gallup (2023) indicates that employees who
strongly agree that their employer cares about their well-being are 69% less
likely to actively search for a new job. This demonstrates that a culture of
care directly influences retention and organisational loyalty.
In Sri Lanka, Teejay Lanka PLC has embedded well-being into
its People-First culture by offering flexible work options, mindfulness
programmes, and manager training to support mental health awareness (Teejay
Lanka, 2024). John Keells Holdings (JKH), through its JKH Wellness Initiative,
provides financial counselling, stress management sessions, and confidential
employee assistance programmes, demonstrating how well-being supports holistic
employee development (John Keells Holdings, 2023).
Why Mental Health Is a Business Strategy
Before exploring corporate practices, consider watching this
informative resource that highlights how mental health drives organisational
success.
This insightful presentation shows practical examples of companies investing in employee mental health and how these strategies lead to higher engagement, innovation, and profitability.
From Awareness to Action: Corporate Well-Being Success Stories
Across the world and within Sri Lanka, businesses are
transforming employee well-being from an HR initiative into a strategic
advantage. Unilever champions holistic wellness through its Wellbeing
Framework, which addresses physical, mental, social, and purposeful well-being helping
employees manage stress and maintain energy at work (Unilever, 2024). MAS
Holdings has established in-house wellness centres and counselling programmes
that combine fitness, nutrition, and mindfulness empowering over 90,000
employees to prioritise their mental health (MAS Holdings, 2024). JKH
integrates well-being into leadership key performance indicators, ensuring
managers actively support their teams' emotional balance (John Keells Holdings,
2023). Teejay Lanka takes a proactive approach by providing open communication
channels, mental health workshops, and team-building activities to enhance
resilience and trust (Teejay Lanka, 2024). Globally, Deloitte promotes its
Mental Health at Work initiative, offering 24/7 access to mental health
professionals, while Google provides technology reminders to combat digital
exhaustion. Together, these organisations demonstrate that when companies
prioritise employee well-being, they not only protect mental health but also
enhance innovation, retention, and brand reputation.
Why Well-Being Drives Engagement and Performance
When employees feel emotionally supported, their motivation
becomes self-sustaining. Well-being initiatives enhance intrinsic motivation,
helping people connect with organisational values and purpose. In environments
characterised by psychological safety, creativity thrives; employees feel safe
to share new ideas, admit mistakes, and challenge outdated practices (Harvard
Business Review, 2024).
Moreover, the return on well-being investment is measurable:
according to Deloitte (2024), every dollar spent on mental health programmes
yields a $4 return through improved productivity and reduced absenteeism. The
most successful HR teams recognise that caring for mental health is not merely
ethical, it is economically sound.
Conclusion
Employee well-being and mental health are not optional
additions; they are core HR strategies that define modern organisational
success. As demonstrated by companies such as Unilever, MAS Holdings, JKH,
Teejay Lanka, Microsoft, and Deloitte, investing in well-being leads to
stronger engagement, higher performance, and sustainable growth.
Future-ready HR professionals must continue to challenge
stigma, champion inclusion, and integrate mental health into every people
strategy. Ultimately, when employees feel cared for, they perform at their best
not because they have to, but because they want to.
References
- Deloitte (2024) The ROI of Mental Health: Building a Well-being Strategy that Works. Available at: https://www2.deloitte.com/global/en/pages/human-capital/articles/roi-of-mental-health.html (Accessed: 2 November 2025).
- Gallup (2023) State of the Global Workplace Report 2023. Available at: https://www.gallup.com/workplace/349484/state-of-the-global-workplace.aspx (Accessed: 2 November 2025).
- Harvard Business Review (2024) Creating Psychological Safety in the Modern Workplace. Available at: https://hbr.org/2024/03/creating-psychological-safety (Accessed: 2 November 2025).
- John Keells Holdings PLC (2023) Annual Report 2022/23. Available at: https://www.keells.com/resource/reports/annual-reports/2612-JKH-AR-2022-23-Investor-Relations.pdf (Accessed: 2 November 2025).
- MAS Holdings (2024) Corporate Sustainability and Well-being Programs Overview. Available at: https://masholdings.com/sustainability/ (Accessed: 2 November 2025).
- McKinsey & Company (2024) The State of Organizations 2024. Available at: https://www.mckinsey.com/featured-insights/future-of-work/the-state-of-organizations-2024 (Accessed: 2 November 2025).
- Microsoft (2024) Employee Well-being Report. Available at: https://www.microsoft.com/en-us/worklab/work-trend-index (Accessed: 2 November 2025).
- TEDx Talks (2023) Why Mental Health is Your Business: The Economics of Well-being [YouTube video]. Available at: https://www.youtube.com/watch?v=5VuRlhVqBzE (Accessed: 2 November 2025).
- Teejay Lanka PLC (2024) Annual Report 2023/24. Available at: https://www.teejay.com/imgup/pdf/teejay-annual-report-2023-24.pdf (Accessed: 2 November 2025).
- Unilever (2024) Unilever Compass Strategy: Well-being and Purpose in the Workplace. Available at: https://www.unilever.com/files/8f9a3825-2101-411f-9a31-7e6f176393a4/the-unilever-compass.pdf (Accessed: 2 November 2025).
Well being and mental health are no loner option in an organization but they are essential for growing work place.When organization treat employees wellness as a priority in HR strategy rather than option,they enhance engagement ,productivity and loyalty.Strategies focus on mental health goes beyond offering counceling or well ness apps and it involves embedding supportive practices in to the organization culture and routine work flow.Supporing mental health isn't just about a policy but its about creating culture where people feel valued and empowered to bring their best to work.Healthy employees mean a healthy organization and that impact proves beyond the office .This could involve flexible work arrangements emotional safety in teams discussion and stress recognition and proactive intervention for disagreements.
ReplyDeleteUltimately well being and mental health not just concept but they are strategy controls that enable organization to attract top talent,retain skilled employees and hardy workforce.When employees feel supported mentally and emotionally ,they bring energy,focus and commitment to drive organization for success .
Thank you for your thoughtful comment. You highlight well how mental health has become a core part of HR strategy rather than an optional benefit. I also agree with your point about embedding supportive practices into daily culture, not just offering tools.
DeleteThis is an excellent and comprehensive exploration of why employee well-being must be positioned as a core business strategy rather than a supporting HR initiative. Your integration of global and Sri Lankan case studies—such as Microsoft, Unilever, MAS Holdings, and JKH—clearly demonstrates how holistic well-being drives retention, resilience, and sustained performance. I particularly appreciate the emphasis on psychological safety and data-driven well-being intelligence. As organisations in Sri Lanka navigate post-crisis pressures, adopting these proactive mental health strategies will be essential for building a healthier, high-performing workforce.
ReplyDeleteGlad to hear your perspective on this. You highlight well how holistic well-being connects to long-term performance, and I’m pleased the case studies aligned with your thinking.
DeleteThis article perfectly captures the evolving expectations around DEI in the modern workplace. It's no longer enough to check boxes employees seek true belonging, where their individuality is seen, heard, and valued. HR’s role in creating inclusive cultures and equitable systems is critical, not only for engagement and retention but for driving innovation and business resilience in an increasingly diverse and global environment. A timely reminder that intentional DEI isn’t just good practice it’s a strategic advantage.
ReplyDeleteThank you for your thoughtful comment. You clearly show how DEI has become a strategic priority centred on belonging and fairness, and I appreciate the way you connect it to innovation and resilience.
DeleteYour article provides a clear and compelling explanation of why employee well-being and mental health must be treated as core strategic priorities. I particularly appreciate how you blend global examples with Sri Lankan practices, showing that well-being is not just a moral responsibility but a driver of resilience, retention, and performance. The emphasis on psychological safety and data-driven early detection of burnout is especially strong. One area that could be strengthened is simplifying a few dense sections, as some ideas appear slightly repeated across different examples. A bit more structural tightening would make the message even sharper. Overall, this is a very insightful and well-researched piece
ReplyDeleteGrateful for your comments. You make a strong point about the strategic role of well-being, and I’m glad the examples resonated with you. Your note on repeated sections is useful, and tightening them will improve the flow. Your insight adds real value.
DeleteThis is an important and well-structured piece. Your points about integrating well-being into HR strategy are compelling. Including practical examples or best practices for implementation could make it even more actionable, but overall it’s a very strong read.
ReplyDeleteThank you for your comment. You highlight well the importance of integrating well-being into HR strategy, and I’m glad the structure worked for you. Your point about adding more practical examples is helpful, and I agree it would make the content more actionable.
DeleteA great reminder that well-being thrives when data and empathy work together. By using insight to detect early signs of burnout and building a culture of psychological safety, HR can create workplaces where people feel supported and truly cared for.
ReplyDeleteThis comment has been removed by the author.
ReplyDeletePrioritizing employee well-being and mental health is essential for building a resilient and high-performing workforce. When organizations treat well-being as a core HR strategy rather than an afterthought, they create a supportive environment where employees feel valued, heard, and motivated. Integrating mental health initiatives, flexible work options, and wellness programs into organizational policies helps reduce stress, prevent burnout, and improve engagement and productivity. Focusing on well-being also enhances retention, strengthens workplace culture, and fosters trust between employees and leadership. By addressing both physical and psychological needs, companies enable employees to perform at their best while maintaining a healthy work-life balance. A proactive approach to mental health signals that the organization cares about its people, ultimately driving sustainable growth, stronger collaboration, and long-term organizational success.
ReplyDelete