The debate over work culture in India intensified dramatically post the death of EY employee Anna Sebastian Perayil in September. The trust deficit between employees and employers has widened which is creating complications for managers.
HCL Healthcare CEO and Vice Chairman Shikhar Malhotra explains what steps a firm should take to aid mental health of employees
The debate over work culture in India intensified dramatically post the death of EY employee Anna Sebastian Perayil in September. The trust deficit between employees and employers has widened which is creating complications for managers.
Shikhar Malhotra, CEO and Vice Chairman at HCL Healthcare, a corporate wellness firm, explains that companies need to have mechanism in place to help struggling employees. He tells Outlook Business in this exclusive chat that there needs to be collaboration between industry and academia to better manage workplace expectations.
Edited Excerpts
What's your take on the handling of mental health concerns of employees by Indian companies?
There's no simple answer to this, as Indian companies vary greatly—there are hundreds of thousands of employers across the country, each handling things differently based on their size and stage of evolution. Some companies are well-established, while others are new. Generally, I believe they’re doing more than ever before, especially over the last five years, with growing awareness around mental health.
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Employers are learning and adapting as they go, aiming to create better workplaces. The intent to support mental health is there, though the pace and depth of initiatives vary. Larger companies often have more resources, access to professionals, and active employee participation, which helps them lead these efforts effectively.
However, more research is needed to assess the progress comprehensively. Academic and professional institutions could play a role by studying large datasets to better understand current trends and anticipate future needs in this space.
For companies struggling to balance growth and employee wellbeing, what steps can they take to foster a healthy working environment?
It’s clear that no one can measure what’s in someone’s mind. That said, there are three essential steps all organisations should take to support mental health. First, they should establish mental health policies. Policies allow for structured training and protocols, and bringing in experts can help shape them. Every organisation is at a different point in this journey, but policies are a good starting point.
Second, companies should ensure access, quality, and continuity. Access means providing employees with confidential resources to talk to professionals. Quality requires high-caliber providers who can genuinely support employees and help nurture a positive mindset. Continuity ensures these services are maintained long-term, as mental health support needs time to gain traction and shape the company culture.
Finally, long-term commitment to these services allows managers to better support their teams. With mental health policies in place, managers have tools to foster positive experiences for employees, especially during tough times. This can transform workplace culture, making mental health support a valuable asset rather than just a “tick in the box.”
Gen Z often complains about the behaviour of managers. How do you think firms can train managers better?
Many of us have similar academic backgrounds, including MBAs, but leadership training rarely covers managing employees who may need mental health support. Managers, like employees, are learning how to foster a positive mental health environment, so it’s unfair to place all the responsibility on them.
Organisations should bring in professional experts to support managers and provide strong health services—just as they invest in excellent cafeterias. Given that employees spend a significant portion of their time at work, companies need to be accountable by offering supportive policies and resources.
Ultimately, while no one else can "fix" an individual's mental health, organisations can offer essential tools and services. From our experience, the top issues employees face are self-esteem, relationships, and career concerns. Addressing these, especially self-esteem and relationship issues, which affect daily life, can help create a positive workplace environment, especially for younger employees.
What can be done to understand and support employees better in managing their mental wellbeing?
In my role managing educational institutions, I focus on preparing individuals for their first six months at the workplace, helping them avoid anxiety and self-doubt by setting realistic expectations. This support is crucial for all generations, including Gen Z, and has shown positive results.
Based on years of data, we find that self-esteem and relationship issues are the top concerns for individuals seeking workplace support. While work-life balance matters, sometimes life, not work, is the primary source of imbalance. Organisations need to recognize this and provide relevant resources.
Our approach isn’t just observational; we analyze data to understand which companies excel and to track demographic differences in issues. Younger employees, for example, have different needs than those in their 40s, who may be more focused on family. Tailoring support based on age and demographic profile helps create a more effective, supportive work environment.
In your personal experience, can you recall any instance which can be a guide for corporate leaders to deal with mental health struggles at workplace?
We’ve invested in mental health services for some time, including on-site and online counselors, and trained managers. As a healthcare organisation, mental health awareness is integral to our culture. We regularly discuss it, keeping everyone mindful of its importance.
When employees face personal challenges, we support them. For instance, an employee reporting directly to me was struggling, and we quickly arranged professional help. Speaking to a counselor provided immediate relief, and we also organised extended support for ongoing care. This proactive approach proved beneficial, showing the value of having such services readily available.
Without these resources, I’d have felt responsible to help personally, though I’m not an expert, or worried if they had to seek costly external help. Having organisational support removes this burden from individuals, making care more accessible. This commitment to mental health aligns with our daily work and strengthens our team’s well-being.