We live in anxious times. A multitude of factors, including greater awareness of mental health conditions, better diagnosis, and the uncertain and stressful era we live in, has catapulted mental health awareness to the forefront.
Mental health conditions are widespread. Four in ten employees in Europe reported struggling with a major or moderate mental health condition in the last 12 months, with 68% reporting some level of emotional ill-health, according to our 2024 Global Benefits Attitudes Survey (GBAS), Western Europe (Figure 1).
Poor mental health has a wide range of negative impacts on people’s work. When people are mentally unwell, they are less productive, more likely to need time off work, and could require extended time out to recover from burnout.
At the same time, public healthcare systems across Europe are under strain, especially when it comes to support for mental health issues. Stretched budgets and long waiting times mean people’s needs are often going unmet.
Employers are keen to step into the gap and look after their people. After all, happy, healthy employees are more productive. However, employers are worried they aren’t doing enough. Responses to our 2024 Global Wellbeing Diagnostic Survey highlighted that less than four in ten organizations in Europe believe they are supporting people’s emotional wellbeing effectively.
During the COVID-19 pandemic, mental health was a key focus, as people struggled with an abrupt cutoff in social interaction and spending time indoors. Organizations mobilized emotional and social wellbeing support and services to try and address issues linked to isolation and lack of connection.
More recently, ongoing geo-political uncertainty and rising inflation and cost of living globally have further impacted emotional wellbeing in the workplace, with over half of employees in Europe stating that financial issues have had a negative impact on their overall health and wellbeing. Data from our 2024 Global Benefits Attitudes Survey highlights that employees with financial worries are more likely to miss medical appointments, be socially isolated and struggle with anxiety and depression.
The interconnection across the areas of wellbeing cannot be underestimated. Our research data highlights that employees who are struggling emotionally are also less likely to take proactive steps to address mental health issues, are more likely to make poor lifestyle choices and are more prone to struggling with addictions (Figure 2). With social disconnection and financial wellbeing issues also impacting emotional wellbeing, it’s clear that employees need more support with their mental health.
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Creating a supportive environment in the workplace is vital. Three pillars will help to build the right culture are prevent, protect, and promote.
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When it comes to supporting people, Employee Assistance Programme (EAP)s have always been a key part of the toolkit. However, they are often under-valued, under-promoted, and therefore, unsurprisingly, under-utilised.
If you haven’t reviewed your EAP in recent years, then now would be a good time to take another look. EAPs have been going through a transformation, with many now offering enhanced services and new approaches to supporting mental health in and out of the workplace. The rapid advances in health technology, alongside a greater willingness amongst individuals to access care remotely, have made the EAP experience more efficient and personalized while reducing stigma.
Virtual appointments enable fast access to treatment and reduce barriers to care. Individuals are now able to select counsellors based on personal preferences and expertise, rather than simply being allocated a therapist based on distance to travel.
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An effective listening strategy is key to creating a robust wellbeing program that supports and address employee needs. This goes beyond including one or two questions linked to health and wellbeing within an engagement survey, and ensures the organization truly understands what it’s employee demographic needs to thrive and be engaged and productive.
Often organizations believe wellbeing programs must be extensive and include multiple offerings to address a variety of physical, emotional, social and financial needs. However, insights from our 2024 Global Benefits Attitudes Survey research highlight that employees are seeking help and support at a much more basic level, with physical activity, improving their diet and getting the most out of the benefit programs ranking in the top five ways they believe they can improve their health and wellbeing (Figure 3).
| My physical health | My emotional health | My financial situtation | |
|---|---|---|---|
| #1 | Be more active – exercise | Get outside / experience nature | Grow my savings and wealth |
| #2 | Eat better | Social interaction | Getting most from benefits |
| #3 | Time to deal with issues | Be more active – exercise | Access to money in emergency |
| #4 | Finding best quality care at lowest cost | Habits to improve mental health | Insurance against financial losses |
| #5 | Getting most from benefits | Counselling | Manage my spending |
Making data driven decisions is key to success. Organizations need to understand their employee demographic, their health risks and their needs. Only with a complete picture can an effective program be designed and implemented.
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Companies that really understand wellbeing have integrated it into their key business processes and ways of working. Wellbeing is made a priority, whatever the prevailing climate for the business.
These organizations are tackling the causes of burnout and stress and breaking down the stigma around mental health. They are also connecting their wellbeing strategy to their diversity, equity and inclusion (DEI goals and ensuring that their wellbeing and DEI communication strategies are aligned (Figure 4).
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Next on the wellbeing leaders’ to do list is developing wellbeing-related key performance indicators for leaders, and training managers as mental health first responders.
They are putting together multi-year road maps, committing to wellbeing and setting out future priorities. And they’re telling a great story about wellbeing, bringing support to life and helping people throughout the organization to feel part of the strategy (Figures 3/4).
The upshot of these five steps? When employers get it right, it’s worth the effort, ensuring a happy and productive workforce. Our 2024 Global Benefits Attitudes Survey highlights that organizations with effective wellbeing strategies and programs report human capital and financial outcomes that are two times higher than organizations with less effective approaches in place. If you do one thing today, start thinking about your mental health strategy. Based on the research we’ve discussed above, how much does your strategy need to evolve to meet people’s needs?
Technology can play a vital role in helping employees to access support with their mental health. A new generation of EAPs are offering people a wider and more comprehensive range of support, thanks to the convenience of apps and video technology.
At WTW, we can support your organization through the process of identifying your priorities and objectives and creating a strategy and measurement framework to evidence impact and success. We’re experts in designing, re-imagining, and implementing mental health programs and pathways, giving you fresh eyes and a rigorous and current perspective on the market.
Get in touch with us to find out how we can help your organization to reimagine our emotional wellbeing strategy to deliver results.
