According to the WHO, globally approximately 12 billion working days are lost each year due to depression and anxiety, costing the world economy approximately one trillion dollars annually. Additionally, about 15% of the workforce has experienced a mental disorder, highlighting the impact of mental health on workplace productivity and employee wellbeing. In 2023, global employee engagement stagnated and overall employee wellbeing declined. Both measures are at, or near, record highs – and their lack of improvement is notable, especially as they follow multiple years of steady gains. The result, according to Gallup’s State of the Global Workplace 2024 report, is that globally, a majority of employees struggle in their work and in their lives, with direct consequences for organisational productivity. When an employee is stressed, their level of alertness and engagement is affected and there are higher chances they will not show up to work.

Pakistani workplaces are no different – and although mental health awareness is rising in Pakistan, so is the realisation that mental health resources are limited, leaving distressed individuals without adequate support. Add to that workplaces where managers minimise the impact of mental health and you have the perfect recipe for a potentially toxic environment. The levels of intensity of a toxic work environment can be measured by the number of talented people exiting, the number of missed work days and decreasing engagement and productivity.

One could think that if people are well paid, they will stay regardless. This is true, but only to a limited extent. The reality is that the generation that sees money as the primary motivating factor to stay in a job is ageing (Baby Boomers) and is being succeeded by generations who value something very different – mental health and wellness and a workplace that appreciates their efforts. This generational gap between bosses and employees is fundamental to the way they approach work, life and everything in between. It also creates intergenerational strains, so that a lot of old school bosses end up with a high employee turnover due to unreasonable demands and a lack of communication skills or empathy when it comes to dealing with the challenges faced by their employees.

I often hear senior managers and business owners in Pakistan say: “Aaj kal ke bachay baraye kamzor hai. Hum ko dekho, we have thick skin,“ and that they just need to “tough it out” and “not be on their phones.” This sentiment is prevalent among Baby Boomers (in their sixties and seventies and often beyond) and represents a generational gap that has grave consequences in the workplace, especially as they are managing a workforce mostly made up of Gen X (mid-40s and 50s), Millennials (30s and early 40s) and some Gen Z (16- to 30-year-olds)and their thinking could not be more different. Baby Boomers grew up in an era when stability came from a purposeful career. Toughing it out was the name of the game and mental health support was not familiar territory. Considerable pride was taken from working late hours and not taking time off, and family time was not a priority. Yet, this generation still makes up a significant chunk of today’s senior leadership and management. Gen X was the first generation to experience a home where both parents were working or there was a single parent. This made them more independent earlier in life and helped them develop a ‘work hard, play hard’ attitude, predisposing them to be less emotionally sensitive in the workplace. Gen Xers are known as the ‘sandwich generation’ – the ones that take care of both parents and children, leading to financial stress and exhaustion.

They were also the first generation forced to keep up with technology in order to remain competitive, and in many ways, their self-worth takes a hit when they see the opportunities coming to the next generation and which they feel they missed out on. This population must sometimes play mediator in terms of mental health and wellness initiatives to balance perspectives between the Boomers and Millennials.

Millennials are the first generation to grow up in a high-tech environment. For them, 24/7 work means burnout, hence their demand for flexibility. They are prone to high anxiety levels due to constant connectivity, information overload and stressful social media comparisons with their peers. They have grown up amidst increasing conversations about mental health on social media and are a lot more comfortable talking about these issues compared to other generations. At work, they are both more assertive and compassionate, making them strong collaborators and potentially future organisational leaders.

Gen Z were born around cell phones, tablets and social media and have consequently been exposed to the kind of information previous generations were only exposed to in their adulthood. They are socially conscious, ethically aware and comfortable talking about their mental health – to the discomfort of their Millennial and Gen X parents – with the result that they self-diagnose and often feel overwhelmed by a sense of distance from their families, leading them to experience strong feelings of being misunderstood. This sense of being misunderstood is often magnified when their bosses remind them of their parents. This generation struggles with offline relationships and in person communication. They are easily offended by critical feedback that comes to them in person rather than through a message.

The net effect of these generational differences is that companies are seeing higher levels of absenteeism, turnover and low productivity, none of which they can afford if they want to stay relevant and competitive. Furthermore, companies seen in a negative light create a reputational risk for themselves among potential employees and customers.

A stress-inducing workplace has many components and they all cost companies more than they realise. Key areas include:

1. Environmental Stressors

They make coming to work an unpleasant experience. Examples include dirty and non-functional restrooms, and often a far smaller number of them than required. Poorly ventilated spaces with compromised air conditioning or heating can be the cause of allergies and other illnesses. Lack of decent workstations, a prayer area for women or a quiet room negatively impacts the experience at work for Millennials and Gen Zers. For women, the lack of respect for personal space resulting in inappropriate touching makes them feel uncomfortable and unsafe.

2. Work and Pay Stressors

With compensation acting as the primary motivator to keep working, employees can get extremely stressed when this is compromised – especially when the explanations for unfair pay are: “You don’t have that many family members,” or “Why do you need more money?” or “You are so young.” Failing to pay on time is another cause of distress for employees who have bills to pay and may not have the financial cushion to bridge the delay. Lack of flexibility during working hours to deal with family matters (doctor’s appointments, children’s school events, etc.) is a concern brought up by Millennials and Gen X; for example, when requests for leave or to go home early are perceived negatively and as a lack of loyalty to the company’s mission.

3. Managerial Stressors

Intimidating managers who criticise way more than they praise their subordinates are possibly the worst cause of workplace stress. This type of manager feeds into what makes a workplace toxic – where getting credit is rare and the blame game is played constantly. In this environment, favouritism rather than merit is a common practice. In such environments, HR often dismisses requests for support and fails to embrace the idea that employees are the internal customers of the business and the brand.

The fact is that despite technological advances, including AI and robotics, human capital remains a hugely valuable and intangible asset for organisations. Company heads may, therefore, want to consider taking a more proactive approach in making the work environment a positive experience for employees of all ages and stages in life.

Supporting a culture of wellbeing in the workplace that appeals to various generations cannot be overemphasised. In fact, encouraging a dialogue between generations on topics that are important for all can actually be fun. In fact, implementing a wellness culture is a lot easier to implement than one imagines.

1. Encourage Work-Life Balance

According to a Gallup survey, employees who feel burnt out are 63% more likely to take sick leave and 2.6 times more likely to leave their current employer. They are also half as likely to discuss how to approach performance goals with their manager and 13% less confident of their performance. Encouraging a work-life balance culture whereby people are not frowned upon if they take time off to attend to personal matters, and providing flexibility around life events such as death, divorce, childbirth and marriage should be part of the benefits package to attract top talent. Provide ‘personal days’ that employees can use to take care of family matters without them having to ask for permission. This helps employees feel ‘seen’ as people rather than commodities. Mandatory 10-minute breaks – so that employees can move around, stretch and walk, without their phones – help balance physical activity while encouraging a degree of disconnect with devices.

2. Treat Work Performance Equitably

People work to provide for themselves and their loved ones. Hence, vulnerabilities in terms of feeling undervalued are created when compensation and promotion policies are not administered fairly. This can be particularly true for women and young people who are doing the same amount of work but are not compensated fairly.

3. Compassionate Communication

Pakistanis are generally not comfortable giving or receiving praise and positive feedback, and I have noticed many levels of discomfort among people receiving them, ranging from awkwardness, deflection and embarrassment. However, even though a ‘tough’ boss was something Gen X was prepared to endure, Millennials and Gen Z are more likely to leave their job if their boss fails to validate or acknowledge their work. Managers who micromanage and criticise their employees end up demotivating them leading them to look for a new job. It is therefore essential to train managers to provide compassionate communication and positive feedback.

4. Normalise Help-Seeking Behaviour

This can be achieved by creating community circles where tools and skills (counselling or coaching) are taught to help employees manage their lives better and reduce stress levels. Bringing speakers to address money management issues, parenting skills as well as stress management tips and being kind to one another can foster a positive environment in the company.

5. A Clean and Energising Workplace

This does not necessarily imply spending large sums on interior design. However, it is demotivating for employees to walk into poorly maintained workplaces, and it also impacts the quality of the work indirectly. A basic checklist of items in this category includes clean and well-kept restrooms and air conditioning systems that work properly. It is also important to consider providing a quiet room for people who may be feeling overwhelmed or for young mothers to breast-feed (very popular with Millennials and Gen Zers). Going beyond workplace cleanliness, companies should institute policies that require personal hygiene and a dress code to encourage professionalism.

6. Zero Tolerance for Inappropriate Behaviour

Millennials and Gen Zers have no tolerance for inappropriate behaviour in the workspace at any level and tolerance policies must be built into the employee handbook as the expected code of conduct, while managers must be held accountable with strong consequences.

Leaders should consider the legacy they want to leave behind, and in this respect, an emphasis on mental health and wellness will enhance their reputation and credibility. A leader who promotes continuous learning and invites feedback will remain relevant.

Paying close attention to mental health and wellness can no longer be minimised without inviting consequences. A wellness strategy that is robust and aligned with the values of different generations and meets the needs of a well-informed and intelligent workforce is essential to supporting retention and productivity.

Sheeza Mohsin, PhD, is an Executive Coach and Relationship Expert. workwithdrsheeza@gmail. com. Her new venture Dil Ki Recipes focuses on relationships within the South Asian diaspora. www.dilkirecipes.com.