The question of whether corporate benefits are sufficient to promote mental health in the workplace is not easy to answer. Although corporate benefits offer short-term relief and can help reduce stress, they often only start at the surface. Instead of fighting the underlying causes of psychological stress, they often only treat the symptoms. The Good Work 2023 index, which was created in cooperation between the AOK and the German Trade Union Federation (DGB), illustrates the problem: 86% of the more than 6000 employees surveyed are under considerable time pressure at work, and 65% report conflicts with colleagues. In such an environment, measures such as a yoga class after work are not enough to sustainably alleviate the stressful working day. According to a 2022 study by the AOK, there has been a 48% increase in absenteeism due to mental illness since 2012. This shows that current measures to promote mental health In the work environment, this is far from sufficient to counteract increasing stress. Although many companies are responding to these developments with wellness programs and flexible working hours, the underlying issues — such as heavy workload and lack of appreciation — often remain unaddressed.
This is partly due to the fact that measures to health promotion Often considered too isolated in companies and not in the corporate culture be embedded (World Economic Forum, 2024). Although companies occasionally offer health programs, these measures are ineffective if the daily work environment is characterized by a lack of appreciation, open communication, and support. This shows a connection to a deeper problem: Corporate benefits alone are not enough to bring about lasting change. They must be part of a comprehensive culture that focuses on employee wellbeing. Only when mental health is regarded as an integral part of corporate culture can programs such as yoga or mindfulness training actually take effect (McKinsey, 2022). Otherwise, there is a risk that these measures will act like cosmetic corrections and only address the symptoms but not the causes of stress and overwork.
This lack of a sustainable corporate culture also often means that mental health problems continue to be stigmatized. According to the Mental Health Action Alliance (2016), mental illnesses are still considered a taboo subject in many companies. This stigmatization makes it clear why many employees are consulting or coaching-Don't take advantage of offers. This is where the lack of cultural integration of corporate benefits comes full circle: Even if companies create offers to promote mental health, many employees do not use them out of fear of negative consequences or loss of reputation. This shows how closely corporate culture and the effectiveness of health measures are linked. Without an open and supportive culture that enables employees to address their problems and challenges, even the best corporate benefits remain ineffective.
To change this, companies need a profound change that goes beyond isolated measures. Mental health must be anchored in all areas of the company and made a central issue. In particular, this change requires changes in leadership and communication (McKinsey, 2022). Managers must not only learn to recognize signs of overload at an early stage, but must also proactively create a supportive environment. This is the only way to create a space in which employees feel valued and heard. This change in leadership is decisive because it lays the foundation for a culture of openness and respect, without which corporate benefits cannot have the desired effect. They significantly shape corporate culture and influence whether mental health is promoted or prevented in the workplace. Leaders who are aware of the importance of mental health and act as role models can make a decisive contribution to reducing the stigma surrounding mental illness. When they deal openly with their own challenges and show that it is okay to seek help, they send a strong signal to employees. This makes it easier for employees to talk openly about their own problems and to use available support services. Regular training for managers to identify overwork and stress among employees is essential and underlines the value of an integrated approach to promoting mental health.
In addition to cultural change, the working conditions themselves must not be ignored. It is ineffective to introduce wellness offers or flexible working hours if the underlying work structures remain unchanged. Realistic workloads, clear responsibilities and sufficient resources are essential requirements to avoid overwork. This once again demonstrates the need for an integrated approach: Corporate benefits cannot have a long-term effect if basic working conditions continue to cause pressure and stress. Excessive working hours and constant time pressure inevitably lead to burnout, which cannot be absorbed by short-term relaxation measures.
In addition, the reconciliation of work and private life, particularly in view of the increasing mixing of work and leisure through modern technologies (Nam et al., 2013), is also a central issue when it comes to promoting mental health in the workplace. This “always-on” culture, reinforced by smartphones and constant availability, can lead to increased stress levels and a blurring of the lines between working time and leisure. It is therefore essential that companies create clear guidelines that ensure that flexible working time models and home office options do not result in constant availability. Studies show that continuous availability through digital technologies can impair mental health by limiting the ability to relax and unwind (Nam et al., 2013). Companies must therefore take measures to reduce these burdens, for example by setting “technology-free” times or clear working time limits. It is also crucial that employees clearly communicate their working hours and expectations in order to avoid overwork.
Corporate benefits can be a valuable component in promoting employee well-being. But they are not a panacea. Companies that rely on these benefits alone without making profound structural and cultural changes will hardly be able to sustainably improve the mental health of their employees. A comprehensive approach is needed that addresses the causes of stress and overload and makes mental health a central part of corporate culture. This includes realistic work requirements, supportive leadership and an open communication culture. This is the only way companies can ensure that their employees are not only relieved in the short term, but also remain healthy and efficient in the long term.
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Lea Stupan is a mental health consultant at mentalport and specializes in implementing risk assessments of psychological stress in medium-sized companies. As a certified business coach and expert in occupational health management, she supports HR teams in implementing them in accordance with the ArbSchG. Her expertise includes change management, raising awareness of psychological stress and the development of tailor-made prevention strategies to reduce presentism and absenteeism.
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