The mental health care in companies, it basically depends on a complex mechanism of decisions that are made at an individual level, by each employee, and at a corporate level, by the company as an organization.
This means that the psychological well-being of an employee depends, in part, on their own individual self-care decisionsbut also of the decisions that your company makes in this regard and the context in which both are found.
Therefore, both have the capacity to influence, to a certain extent, the habits and processes that they implement and that result in an acceptable degree of well-being for the employee and progress for the company.
The important thing is to learn to determine what that margin is for each employee and each organization and use it to the best of your ability.
In relation to corporate levelat ifeel we understand that a company cannot be fully responsible for the quality of life and health of each employee, but it can decide in a strategic and orderly manner whether to implement actions aimed at preventing the effect of the main psychosocial risk factors on which your workforce is subject, for example, through a complete emotional well-being care service.
It is becoming more and more clear that there is no real separation between life outside work and life inside work. It is true that, in order to establish a certain order, we can separate facets in a relative way and, thus, avoid interference: it would not be professional to let aspects outside the office contaminate the daily agenda of tasks, but neither would it be professional to allow professional matters to subtract. energy for the person’s other responsibilities.
However, it is evident that, if we are well “like people”that is to say, when we are away from work, this necessarily has to have repercussions on our professional performance.
Following this logic, if we work in a company that cares about making our lives easier and generating a suitable work environment, motivating professional development and, in short, a pleasant daily professional life, we will transfer those good vibrations to our free time.
Fortunately for many organizations, both those responsible for caring for human capital and each of the individuals that make up said capital decide to work, to the best of their ability, in a healthy and long-term sustainable way.
For this sustainability to be possible, it is usual to start up coaching services for companies. However, care for psychological well-being must be part of the corporate culture of these companies, also in charge of professional psychologists and at the same level of importance as any of the values that best define them as an organization.
It is about taking into account the impact that each corporate decision has on the well-being of people, with a preventive approach and true care for employees.
Why take care of psychological well-being in companies?
When the employees of an organization benefit from a specific well-being care strategy designed by expert psychologists, a healthier work environment and methodology are generated, which improves team cohesion and work motivation and prevents undesirable phenomena such as burnout in the workplace. the job.
The work efficiency It does not come from nowhere, but precisely from cooperating with agility and generosity, perceiving that tasks have a purpose, forging relationships of trust with the team and interpreting that work contributes to well-being instead of harming it.
Thanks to the consolidation of these processes, those responsible for Human Resources obtain good results in its psychosocial risk prevention strategywhich will later be translatable at the ROI level by reducing work absenteeism and sick leave due to mental health problems, not to mention the improvement in performance.
To explain it briefly, the use by employees of a work welfare service has enormous advantages at three levels: the employee himself, the team and the company.
First of all, the employee benefits are those that have to do strictly with their inner world, made up of their belief system, self-esteem, state of mind, quality of their relationships, anxiety and stress management, perception of self-efficacy, commitment to the company, goal prospecting of personal development -both professional and referred to other facets-, etc.
Second, the advantages for the team they appear by the combination of the particular psychological experiences of the different members of the work group. The more people who have a high degree of emotional well-being, the greater their availability and openness with co-workers. We are referring, therefore, to two corporate aspects of enormous importance for the success of the company: a favorable work environment and team cohesion, which always generate better performance.
Finally, we must consider the advantages for the company as a whole. These can be specified in the improvement of performance, cost savings attributable to work absenteeism and sick leave due to mental health problems, retention of talent thanks to an adequate strategy to attract and develop it, and a good internal and external reputation.
It is clear, therefore, that the benefits of a properly designed investment in caring for the psychological well-being of employees far outweigh the costs that may be involved. It only remains for the employees and, in this case, the companies, to decide to get involved to the maximum within their margin of action.
Rafael San Roman