Employers Offering Employees Access to Therapists in the Workplace
Organizations are sending the message, ‘We care about your well-being.’
A small group of executives could be the beginning of a slow push to provide employees with the benefits of in-house access to mental health care.
"Large global employers, including Comcast, Delta Airlines and Shaw Industries Group, are now offering on-site therapy in their corporate offices and worksites,” reports the BBC News. “These programs enable employees to discreetly schedule a session with a licensed clinical therapist during the workday, often at no cost."
Synchrony Financial too, at the request of its youngest workers, now employs a psychologist at its headquarters, which is an action that has been, unsurprisingly, embraced within the company.
“Having a psychologist in an organization comes with a lot of benefits,” reasons Anand Mehta, executive director at AMFM Healthcare.
“Employees have an easy way of seeking their needs without feeling judged, which is another aspect that influences the well-being of individuals: their emotional resilience and job satisfaction. When people feel supported emotionally, they usually bring their best selves to work.”
Mehta elaborates about what positive momentum that leaders can put into motion.
“Some of the outcomes include reduced absenteeism, increased productivity, reduced turnover rates,” he asserts.
“At the end of the day, the kind of culture an organization builds, which gives priority to mental health, will also ensure that employees remain loyal to the firm while also enhancing its reputation as an organization progressive enough to be referred to as employer of choice.”
Many employees have wanted to know that their employer cares about their humanity.
“Synchrony Financial’s decision to bring a psychologist into their headquarters is a smart and forward-thinking move that shows they have both the company’s and the employees’ well-being in mind,” says Lisa Birnbaum, a licensed clinical social worker, co-founder at Strengths Squared and co-host of the podcast Wired to Connect.
“For employees, having on-site mental health support makes getting help easier and less intimidating. It can reduce stigma, cut down on logistical barriers like finding time for appointments and encourage people to address stress, burnout or other challenges sooner.”
She speaks to the intangible bottom line.
“This can lead to better mental health, increased job satisfaction and improved overall well-being,” Birnbaum says.
The decision to include this health care appears logical.
“Reflect on it,” suggests Shebna N. Osanmoh I, a psychiatric nurse practitioner at Savant Care. “For anyone to find him or herself stressed, full of anxiety and wanting attention without wasting half of a work day away and running across town with his or her schedule busy, this makes them feel really appreciated, hence doing a good job at work. They stay much longer and don't miss the day at their office by pretending to be sick.”
He recognizes and is impressed by the people civilly advocating for positive change.
“It's beautiful to see younger workers comfortable asking for this, but better yet, that the company actually listens,” Osanmoh says.
It’s not just for employees however, Birnbaum also politely argues.
“It’s not only the employees who can benefit from the support,” she states. “For the organization, this investment can pay off in numerous ways. Employees who feel supported tend to be more engaged, productive and loyal to their workplace.
“A move like this sends a clear message: ‘We care about your well-being.’ That can make a big difference when it comes to retaining talent and attracting new hires.
“Over time, the company is likely to see lower absenteeism, fewer healthcare claims related to stress or mental health issues and a stronger, more positive workplace culture. It’s a win-win.”
While some employees are not nervous or fearful of the perception of colleagues or management by utilizing a therapist, not all employees are at ease. Organizations can take efforts to normalize and respect employees' pursuit of mental health care.
“Making therapy normal at work starts with treating it like any other health appointment,” Osanmoh says. “It's simple: create a private space for sessions where people won't feel exposed. Train managers to be supportive, not judgmental.
“Leaders must talk about mental health; they have to be vulnerable in the open and share their personal stories so that everyone becomes comfortable.
“It should be as easy to book a therapy session as booking a meeting room-with no fuss, no stigma attached, but just the act of taking care of your mental health as you would do your physical health.”
Frank communication to exhibit shared experiences can be helpful modeling.
“When managers and executives openly discuss the importance of mental health and even go on to tell of their own meltdowns and dependence on therapy, they break stigmas,” Mehta says.
“Construct private scheduling and private sessions where individuals will make their visits unjudged and that will go a long way in reaching out to the employees.”
Mental health can become respected and honored.
“Normalizing therapy in the workplace takes intention, but it’s absolutely doable,” Birnbaum says. “When managers and senior leaders openly support therapy — whether by talking about its benefits or, if they’re comfortable, sharing their own experiences — it sets a tone that mental health is valued, not judged.”
It is imperative that any core need be satisfied to gain relationship trust and thus, the psychological safety for people to seek care and use the services.
“Another key is making sure employees trust that their privacy will be respected,” Birnbaum says. “Clear communication about confidentiality and how therapy is handled within the organization can build that trust.”
How leaders communicate is important attention to detail that is an additional determining factor in a successful program.
“It’s helpful to use inclusive, supportive language about mental health in company emails, meetings and newsletters,” Birnbaum advises.
She explains how this deliberate framing can prove influential and persuasive.
“This shows employees that therapy isn’t just for crises but is part of a healthy, proactive lifestyle,” Birnbaum says.
Removing another friction can drive employee’s participation.
“Flexible scheduling can also make a big difference,” Birnbaum recommends. “Allowing employees the time they need for therapy without fear of judgment or penalty shows the company is serious about supporting their well-being.”
Educating leaders top-down help the resources be adopted and regularly used.
“Adding mental health awareness training for managers can help them better understand and respond to employees’ needs,” Birnbaum says.
There is another framing and strategy effort that can create positive momentum, organizational advancement and desired result to benefit the whole.
“In my experience, another method towards normalizing therapy in workplace culture is to actually intermingle therapy into regular business,” Mehta says.
He elaborates as to how this looks in practice and can be accomplished.
“Adding mental health workshops, showcasing employee experiences, and wellness check-ins, are amazing ways to help make therapy seem like just another element of professional development.
“Education is another important level, as in helping employees understand that seeking therapy is a strength, not a weakness. That changes the narrative around it.”
Birnbaum is of the same mindset.
“Integrating therapy into broader wellness programs — alongside things like fitness or professional development — helps normalize it as just another tool for growth,” she says.
Cost of implementing and maintaining such an initiative or program is a natural concern that leads to expectations to justify the return on investment, tangible and intangible. That may lead to rationalized rejection, preventing a helpful commitment.
“At first, having a therapist on-site might look expensive but companies can justify the cost through concrete advantages,” Mehta says. “Poor mental health has an impact on productivity, increases absences and drives up healthcare expenses. On-site therapy can tackle these problems and result in savings over time.
“Companies often take a step-by-step approach to this. To start, they might use trial programs or part-time therapists, which offer a doable starting point while still adding value. To see the effect, they track the return on investment using numbers like lower staff turnover and better employee involvement.”
When relationships matter and actions move in the direction of service, it makes an impression.
“In the end, on-site therapy shows that a company cares about its workers' health,” Mehta concludes. “This appeals to younger employees who think mental health at work is crucial. This investment often pays off through stronger worker loyalty and a healthier work environment.”
Osanmoh is in agreement.
“It's an investment that pays,” he says. “In the long run, companies will save more money when employees gain early mental health support. Money will be saved to save a good employee who was pushed to burnout or to have time spent with (other) people in a firm when such a person cannot work fruitfully.”
He speaks to the numbers.
“Every dollar invested in mental health programs can yield $2-4 due to higher productivity and reduced health costs,” Osanmoh asserts.
He says that leaders don’t have to make this an all-or-nothing question and debate when it comes to therapists operating within the organization.
“Companies can start by investing in one therapist and sharing services among offices,” he suggests. “Happy and healthy employees have better output and stay longer to create a more positive place.”
It’s a matter of perspective, Birnbaum points out.
“Employing a therapist is definitely a financial commitment but it’s also a long-term investment. There’s a lot of research showing that supporting mental health saves companies money.
“For example, every dollar spent on mental health initiatives has been shown to return about four dollars through things like reduced absenteeism and increased productivity.
“Beyond the financial ROI, think about retention. Employees who feel that their companies care about them are more likely to stay. This retention saves the company money on recruitment and training. Plus, when people feel supported they’re generally more focused, motivated and creative, which can improve performance and innovation.”
If costs remain a concern, she proposes a way to still move towards mental health.
“Companies could bring in a therapist part-time, offer telehealth options or partner with external providers who can provide on-site hours,” Birnbaum says.
“Group contracts with mental health professionals can also help keep costs down."
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