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Workplaces that genuinely care about the wellbeing of their employees know that the impacts of stress, burnout, and mental illness are far-reaching — affecting not just personal lives, but also relationships at work and overall productivity. There is strong evidence to show that good workplaces are mentally healthy workplaces. Today, HSE, HR, People and Culture, and Inclusion and Diversity managers have sound mental health and wellbeing strategic plans front and centre.
Clever workplaces understand that investing in their employees’ mental health is as important as investing in their training and development, because good mental health underpins learning, focus, creativity, collaboration, and productivity. Conversely, ignoring the elephant in the room leads to higher absenteeism, higher turnover, more workers compensation stress claims, and presenteeism — people turning up when they should be on sick leave. The cost to business of this elephant is over $10 billion per annum.
But there is another layer that can no longer be ignored: psychosocial hazards. These include issues such as workload pressures, poor leadership practices, bullying, lack of role clarity, and low support. They are not just “soft issues” — they are now formally recognised and regulated in most states and territories across Australia. Under new Work Health and Safety legislation, psychosocial hazards must be assessed, controlled, and monitored with the same rigour as physical risks. Failure to do so not only puts people at risk, it also exposes organisations to significant compliance, legal, and reputational consequences.
Whilst provisions for EAP are good, these services are under utilised and are not preventative. Significant barriers exist for employees as they are not always effective if they lack industry relevance or lived experience. Employees are more likely to engage with support that genuinely understands the environments they work in and the realities they face.
By embedding this approach, you create more than compliance — you create a culture where mental health and safety are taken seriously, employees feel supported, and business outcomes thrive.
Many trainers and facilitators have never experienced the crippling effects of mental health disorders or burnout, nor have they worked with clients who experience long term mental illness. Not only is this our experience, but we’ve worked at the coal face with people who no longer want to live, or are too unwell to be of any use in the workplace.
We know our stuff first-hand because we’ve been there, we recovered, and we have the runs on the board helping others recover. Not only that; we are passionate, knowledgeable, and expert communicators with genuine empathy and compassion. We also understand how business works and the challenges staff and leaders face.
Contact Us Today! Email Us DirectlyIndustry Minds Australia
Workplaces that genuinely care about the wellbeing of their employees know that the impacts of stress, burnout and mental illness are far reaching both on personal lives, relationships at work and productivity. There is strong evidence to show that good workplaces, are mentally healthy workplaces. Today, HSE, HR, People and Culture, and Inclusion and Diversity managers have sound mental health and wellbeing strategic plans front and centre. Clever workplaces understand that investing in their employees’ mental health is as important as investing in their training and development, because good mental health underpins learning, focus, creativity, collaboration and productivity. Conversely, ignoring the elephant in the room will be rewarded with higher absenteeism, higher turnover, more workers compensation stress claims and presenteeism – people turning up when they should be on sick leave. The cost to business of this elephant is $10 billion per annum. Whilst provisions for EAP are good, these services are under utilised and are not preventative. Significant barriers exist for employees to use these services.
