IT is admirable that our society has begun advocating more strongly for mental health and holistic well-being within organizations. However, the challenge with managing and organizing for mental health is that it is highly experiential and subjective compared with managing physical health.
It is easier to observe indicators of poor physical health through injuries and measurable symptoms. Detecting poor mental health and holistic well-being is not as straightforward. It is easy for managers to doubt an employee's otherwise legitimate claim of suffering from mental health issues. It could also be the other way around when an employee hides behind poor mental health as a catch-all excuse for poor performance.
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