Measuring Results Alone Doesn’t Reveal Causes or Guarantee Best Solutions
The pandemic and subsequent lockdown placed everyone in an unprecedented situation. While some individuals seized this unexpected opportunity to spend more quality time with family and hobbies, a larger group likely found this enforced isolation distressing, leading to increased mental strain. For many, these mental health challenges persisted even after restrictions were lifted, necessitating professional support.
Aware that employees consistently rate their mental health as one of the lowest areas of satisfaction in workplace surveys, one particularly caring HR manager at a mid-sized company decided to take action. With the best intentions, she went the extra mile, significantly increasing the mental health coverage limit in the company’s health insurance policy. One psychologist visit would hardly be enough to resolve complex mental health issues.
Securing the necessary extra funding required internal budgeting efforts, and negotiating with insurers to agree on higher coverage limits proved more complex than initially expected. Eventually, all was arranged according to the plan. However, the anticipated positive outcomes failed to materialize. Employee self-assessments of mental well-being continued to decline, and surprisingly, the enhanced mental health benefits remained largely unused.
Why was this the case?
A significant part of this company’s employees were middle-aged or older. Rather than embracing the chance to seek professional help at the company’s expense, many felt hesitant and uncomfortable, wondering, “What will they think of me? I’m not crazy!”
Even the younger employees, who were more open and less burdened by stigma, struggled to access care due to a shortage of available psychologists and lengthy waiting times.
The company’s goodwill and dedicated effort created confusion and doubt among the staff rather than solving the issue. Employees didn’t perceive this initiative as genuine care, and responded negatively in internal feedback surveys, indicating that they felt unsupported in their mental health needs.
A year later, the company discontinued the enhanced mental health benefit and pivoted instead to other supportive strategies. They began by asking employees directly about their expectations and interest in proposed new initiatives. Much like the successful approach used to manage the return-to-office issue, where surveying employee preferences allowed teams to find their best arrangements for every team naturally.
At Moticheck, we frequently see how engaging with employees about their preferences and needs effectively resolves such challenges organically. Some teams happily return to the office full-time, while others prefer working from a flexible, limited office schedule.
Employee expectations align best with a caring company culture when communication is a mature two-way process. Before rolling out new benefits, ensure your team truly needs and intends to use them. Regularly analyzing the use of existing support measures can also uncover surprises and indicate necessary adjustments. The rapidly changing work environment often presents new needs that differ from previous expectations. So ask, listen, and respond accordingly!
Pille Parind-Nisula, April 2025
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