A Qualitative Study Exploring White-Collar Employee/Manager Experiences of Mental Health and Well-being Initiatives in Corporate Environments

Abstract

Objective The aim of the study is to explore white-collar corporate employee/manager experiences of current employer-led mental health and well-being initiatives. Methods Twenty-five participants took part in semistructured interviews yielding over 19 hours of data. Thematic analysis of the interview transcripts was undertaken. Participants worked for organizations including investment banks, insurers, asset managers, consultants, public relations, marketing, and legal firms. Results Many participants were skeptical of the effectiveness of current company-led mental health and well-being initiatives against a backdrop of high job demands and unsupportive cultures. A commonly expressed view was that organizations were paying lip service to the issue. Participants communicated that more leadership role modeling on mental health and well-being, supportive job designs, and accessible skills-focused psychological support would be beneficial. Conclusions Corporate white-collar employees/managers welcome mental health and well-being initiatives but are skeptical about their current effectiveness.