A short conversation about mental health.
Arvind Passey
02 July 2019
The biggest and the most formidable asset for any country is neither its geography nor its history. No, it isn’t GDP as well. The history, geography, economics, politics, and everything else that matters remains at best a sub-set of people who reside in a country. It is people who build and maintain this corpus of power. Quite obviously, their mental health is what can undo every good work that everyone from politicians to bureaucrats and from professionals to its skilled workforce painstakingly construct. The unskilled and those who stay at home and do what must be done are equally vital when any discussion on mental health is approached. In short, the attack of mental oscillations includes everyone with no barriers to age, gender, beliefs and economic status.
Sumedha Jaggi
Since graduating with a Masters in Industrial/Organizational Psychology from University College London (UCL), Sumedha has been working with Mercer Mettl in the field of Psychometrics and Behavioral Assessments. She designs, develops and delivers behavioral competency-based assessment solutions for corporate hiring and L&D. Outside of work, Sumedha remains closely involved with non-profits geared towards education and mental health, and in her free time, she enjoys experimenting with different fitness routines.
Mental Health and Well Being at Work
In every organisation, there exist implicit ‘display rules’ regarding what is considered appropriate behavioural conduct. These rules are generally reinforced through socialization, becoming a part of the professional ethos over time. However, over the course of a work day, employees feel many different emotions, some of which may conflict with display rules. Take, for instance, working with a demanding or an angry client, or getting into an argument with a co-worker. Such situations force us to engage in ‘emotional labour,’ a phenomenon that entails faking emotions that are not felt, or suppressing those which are.
Literature shows that employees who engage in emotional labour are likely to experience burnout. ‘Burnout’ is an occupational phenomenon that is defined as, “a syndrome conceptualized as resulting from chronic workplace stress that has not been successfully managed” (ICD-11). It is characterized by three dimensions- feelings of energy depletion or exhaustion, increased mental distance from one’s job, and reduced professional efficacy.
The growing knowledge on burnout and its impact on mental health and well being enables organizations to identify and reduce workplace stressors. To begin with, organisations should set clear role-based expectations and ensure easy access to resources required to meet those expectations. Organizations should also encourage social support within teams in a bid to create a healthy work atmosphere. Lastly, managers should be aware of the signs and symptoms of burnout and immediately ensure interventions are sought (e.g. personal counselling and training) for those who may need them.