A qualitative study exploring white-collar employee/manager experiences of mental health and wellbeing initiatives in corporate environments

Objective: To explore white-collar corporate employee/manager experiences of current employer-led mental health and wellbeing initiatives.

Methods: Twenty-five participants took part in semi-structured interviews yielding over nineteen hours of data. Thematic analysis of the interview transcripts was undertaken. Participants worked for organisations including investment banks, insurers, asset managers, consultants, public relations, marketing, and legal firms.

Results: Many participants were sceptical of the effectiveness of current company-led mental health and wellbeing initiatives against a backdrop of high job demands and unsupportive cultures. A commonly expressed view was that organisations were paying lip service to the issue. Participants communicated that more leadership role-modelling on mental health and wellbeing, supportive job designs, and accessible skills-focused psychological support would be beneficial.

Conclusions: Corporate white-collar employees/managers welcome mental health and wellbeing initiatives but are sceptical about their current effectiveness.