3 Strategies for Better Mental Health in the Workplace During a Crisis


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The Philippines, in 1957, under Proclamation No. 432 has celebrated every third week of January as National Mental Health Week. More than six decades into its declaration, where does our country stand in its efforts on mental health? Aside from changing the date to coincide with the global celebration every 2nd week of October, the stigma and discrimination around mental health has changed very little throughout the decades. According to WHO, millions of Filipinos are still suffering from mental health illnesses and substance addiction, unbeknownst to untrained eyes. 

Until late in the course of the global pandemic, mental health conditions are a taboo to most family conversations and even to less progressive workplaces. Yet, as more lockdowns have been implemented, exposure to these conditions slowly bridged the gap in understanding the complexity surrounding mental health. Since then, much has been done to support mental well-being in workplaces especially by our Great Place to Work-Certified™ Community. 

Discussing the issues surrounding mental health is not innate in Filipino culture, but leaders must take this initiative now more than ever. In this blog, you’ll learn three key strategies to help you get started on creating the conditions for better mental health in your organization. 

COVID-19 has taken a toll on Holly Petroff’s wellbeing. One that took a while for her to realize.

In a webinar held by Great Place to Work® US, Petroff, executive vice president at Great Place to Work®, told attendees that she was going full-steam at the outset of the work-from-home setup. She even teased her husband for taking naps and going to bed earlier than usual.

Soon after, though, the stress of living through the pandemic caught up with her. She found herself unable to accomplish the tasks she’d planned for a particular weekend. She even needed a nap.

“I was the one who hit the wall,” she said. “I realized that I needed to do a better job–we needed to do a better job–of supporting our mental health.”

Holly shared this story to underscore how important it is for leaders today to attend to the emotional wellbeing of employees. The April 17, 2020 edition of “Together” was devoted to the subject of mental health, as Holly and other Great Place to Work leaders shared personal stories as well as insights from the data we are gathering from clients.

The coronavirus crisis has made employee well-being and mental health a major concern for people across the globe. In our global study on well-being taken in 2021, only 22% of respondents in the Philippines reported experiencing a high level of well-being at work.

These findings are not surprising, given how the disease raises fears of death, of losing loved ones, and of losing livelihoods as social distancing efforts have dramatically slowed the economy.

But there’s hope. High-trust, inclusive organizations are finding ways to care for mental health in the workplace—which in turn is enabling those organizations to thrive. This is true even in industries where the pandemic is putting immense pressure on employees and leaders.

DHL keeps its employees’ health in check during the crisis

DHL Express, for example, has employees in more than 200 countries. These employees deliver packages across the globe, keeping commerce moving despite the presence of the deadly virus. DHL leaders have taken pains to protect employees’ physical health as well as their mental wellbeing. For example:

•  Communicating safety protocols

•  Sending motivational messages to employees through their package scanning devices

•  Offering virtual yoga classes and facilitated meditation sessions.

Like our Greater community, DHL sent out a Great Place to Work employee survey which captured how their people are coping through the coronavirus crisis. DHL employees described their workplace with words such as “care,” “camaraderie,” “family” and “well-being.” And with emotionally healthy employees, the company’s performance is stellar. Its current on-time delivery rate is higher than 99 percent.

How should leaders tackle the mental health issue? Here are three keys from our recent webinar:

3 strategies for better mental health in the workplace

1. Double down on 1:1s

Supporting people’s mental health must be individualized. Employees’ ability and willingness to share how they are during the COVID-19 period varies tremendously.

Connect with your people individually to learn how to assist with emotional wellbeing. Leaders should not pry into employees’ personal lives, but they should do more than merely ask, “how are you?”

Adopting a mindset of “inquire” versus “ask” is helpful. Use specific questions that inquire into emotional wellbeing, such as “are you concerned about any of your friends or family members?” and “do you need any supplies that you can’t get in your area?”

2. Be a vulnerable leader

Just as they role-model other critical behaviors, leaders set the tone on matters of mental health. If managers and executives want their people to be candid about mental health challenges, so those can be addressed, self-disclosure is a great way to begin.

Holly’s story about the drain she was experiencing amid the pandemic showed her admitting a problem and engaging in self-care. It’s the kind of vulnerability that can encourage others to share. “Let people know that you’re tending to your mental health, so they know it’s ok to tend to theirs,” Holly said.

3. Be generous rather than by the book

This is a time to err on the side of big-heartedness. Michael Bush, CEO of Great Place to Work, advised leaders to focus on what people need for psychological safety, rather than following company handbooks and guidelines to a “T.”

That means trusting front-line leaders to do right by their teams. It also means broader acts of goodwill, even if they don’t seem to conform to financial spreadsheets.

“It’s hard to hold all these stresses, and it’s even harder if you’re in it alone. The good news is that it doesn’t have to be that way.”


Ed Frauenheim

Ed Frauenheim is Senior Director of Content at Great Place to Work®. He provides insights and shares stories about how great workplaces are better for business, better for people and better for the world. He has spoken at numerous events, published articles in FortuneWired and Inc. and co-written three books, including A Great Place to Work For All.

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Employees respond to over **60 survey questions** describing the extent to which

their organization creates a great place to work For All™️.

85% of the evaluation is based on what employees say about their experiences of trust and reaching their full human potential as part of their organization, no matter who they are or what they do.

Great Place to Work® analyzes these experiences relative to each organization’s size, workforce make up, and what’s typical in their industry. The remaining 15% of the rank is based on an assessment of all employees’ daily experiences of innovation, company values, and the effectiveness of their leaders to ensure these are consistently experienced.

To be considered, companies had to meet the Great Place to Work-Certified™

standard. Trust Index©️ survey results are accurate to a 95% confidence level with a 5% margin of error or better to ensure the survey results truly represent all employees.

We review any anomalies in survey responses, news and financial performance to ensure there aren’t any extraordinary reasons to believe we couldn’t trust a company’s survey results.

Companies with 10 to 99 people were considered for the Small category.

Companies with 100 employees or more were considered for the Medium category.

Companies exceeding 1,000 employees were considered for the Large category.


To be eligible for the World’s Best Workplaces list, a company must apply and be named to a minimum of 5 national Best Workplaces lists within our current 58 countries, have 5,000 employees or more worldwide, and at least 40% of the company’s workforce (or 5,000 employees) must be based outside of the home country. Extra points are given based on the number of countries where a company surveys employees with the Great Place to Work Trust Index©, and the percentage of a company’s workforce represented by all Great Place to Work surveys globally. Candidates for the 2017 Worlds Best Workplaces list will have appeared on national workplaces lists published in September 2016 through August 2017.