The importance of measuring mental health baselines in organisations

Keywords: leadership, mentalhealth, productivity, baselines

Date: 9 January 2025, WorkLife Digital

In today’s dynamic business landscape, leaders are constantly tasked with navigating challenges while fostering a culture of innovation, resilience, and productivity. One critical but often overlooked element in achieving these objectives is mental health. Establishing a clear baseline for mental health within an organisation is not merely a good-to-have; it is an essential step in creating effective strategies that support employee well-being, engagement, and performance.

The starting point: Understanding the baseline

As Albert Einstein aptly stated, “You can’t use an old map to explore a new world.” Accurate maps have always been instrumental in charting new territories, and the same principle applies to organisational change. Before embarking on any journey of transformation, leaders must first establish a baseline: a clear and accurate understanding of where the organisation currently stands.

A baseline provides an objective snapshot of the current status of mental health within the workplace. It encompasses internal factors such as organisational structure, workflows, culture, and employee relations, as well as external influences like economic conditions, regulatory changes, and societal shifts. Without this foundational knowledge, efforts to improve employee well-being may be misdirected, ineffective, or even counterproductive.

Building alignment through baseline insights

One of the greatest benefits of establishing a baseline is its ability to build alignment among stakeholders. Mental health challenges are often multifaceted, involving a combination of internal and external pressures. While many within the organisation may have a general awareness of these issues, a comprehensive baseline analysis unifies understanding and creates a shared foundation for action.

Alignment is crucial because change does not happen in isolation. It requires consistent effort, determination, and a willingness to adapt as new insights emerge. A well-defined baseline serves as a rallying point, fostering collaboration and commitment to achieving shared goals.

Avoiding the perils of confirmation bias

Data is an indispensable tool for understanding mental health challenges, but its effectiveness depends on how it is collected, interpreted, and shared. One of the greatest risks in this process is confirmation bias—the tendency to prioritise information that supports pre-existing beliefs while downplaying contradictory evidence.

To overcome this bias, leaders must approach data collection with an open mind and a genuine commitment to uncovering inconvenient truths. This requires not only robust methodologies but also a culture that encourages transparency and constructive dialogue. Widespread sharing of key data points—both the good and the bad—empowers employees to understand the organisation’s realities and contribute meaningfully to solutions.

The role of data in driving change

Organisations today collect vast amounts of data, yet many fail to leverage it effectively. Simply gathering information is not enough; data must lead to action. A mental health baseline is not an end in itself but a means to identify opportunities for improvement and implement targeted interventions.

For instance, an analysis might reveal high levels of burnout in specific departments or a lack of engagement among remote workers. Armed with these insights, leaders can design initiatives such as flexible work arrangements, mental health training programs, or enhanced communication strategies. Regularly revisiting and updating the baseline ensures that these efforts remain aligned with evolving needs and conditions.

Overcoming barriers to transparency

A significant challenge in establishing and utilising baselines is the process of measuring mental health and engagement internally. Employees often fear repercussions or judgment when responding to surveys conducted by internal staff or departments, which can result in skewed or incomplete data. Research supports this concern - research by Mind Share Partners finds that the majority of employees are hesitant to speak openly about mental health at work due to stigma or fear of negative consequences.

To address this, organisations should consider utilising external sources to gather data and provide insights. Independent surveys and assessments by third-party providers offer anonymity and objectivity, increasing the likelihood of honest responses. This approach not only yields more accurate insights but also helps businesses identify and address challenges more effectively. External data collection is a vital tool for creating meaningful and actionable strategies to improve mental health and engagement within the workplace.

Moving from insight to action

Effective dissemination and discussion of data should become a cultural norm. Debriefs and feedback sessions should not be viewed as routine checkboxes but as opportunities to share learnings, celebrate successes, and refine strategies. Leaders must ensure that mental health insights translate into tangible actions that drive meaningful change.

The foundation of sustainable change

Change is a contingent process that demands flexibility and resilience. Establishing a mental health baseline is the critical first step in this journey. It provides clarity and accuracy, enabling leaders to:

Understand the root causes of mental health challenges.
Build alignment among stakeholders.
Uncover hidden issues that may otherwise go unaddressed.
Design targeted and effective interventions.
Monitor progress and adapt strategies over time.

Without a thorough understanding of the current state, helping to solve mental health issues becomes an impossible task. Leaders who embrace the power of baselines set their organisations on a path toward not only improved employee well-being but also enhanced engagement and productivity.

In the evolving workplace, mental health is no longer a peripheral concern but a central component of organisational success. Establishing a baseline is the foundation upon which effective strategies are built. By prioritising clarity, transparency, and action, leaders can create environments where employees thrive, businesses prosper, and the journey of continuous improvement becomes a shared endeavour.

WorkLife Digital is a global mental-wellbeing consultancy driven by the mission to improve the sustainability of businesses. Our psychological wellbeing tool, Worklife Quotient (WL-Q), is modelled on cutting-edge scientific research and provides organisation-wide measurement and intelligence on the mental wellbeing levels and psychological resilience of staff. WL-Q also assesses the impact of organisational practices (i.e. people and culture, leadership styles, organisational purpose and values, social impact) that have a direct influence on staff wellbeing and provides strategic recommendations on addressing risks and promoting strengths.

For more information, get in touch at lisa@worklife.digital

REFERENCES

Mind Share Parters. A Look Forward, and a Look Back, at Workplace Mental Health in the U.S. October 2024