In the workplace, at any given time, approximately 20% of employees experience depression. This condition can manifest in any profession and among any employees, regardless of their position or rank. 
Depression impacts productivity, judgment, and communication abilities. Employees suffering from depression struggle to focus and pay adequate attention to their work, which hampers their ability to make quick decisions and increases the risk of workplace accidents, resulting in significant losses. Approximately one-third of employees with depression may resort to alcohol or sedative abuse.
In today’s knowledge-based economy, organizations, particularly high-tech companies, primarily rely on the mental capabilities of each employee to meet customer demands. Therefore, addressing mental health for employees is increasingly important, as it can greatly influence a company’s competitiveness in the market.
The Economic Impact of Depression
A study conducted in the United States in 1993 estimated that the cost of depression amounted to approximately $43.7 billion annually. Of this, direct costs accounted for only 29%, which include hospitalization, outpatient care, and medications. The remaining costs are indirect, stemming from absenteeism, reduced productivity, and suicide.
For individuals with depressive disorders, untreated conditions can lead to deteriorating social relationships. In the general population, about 19% report poor health status. Among depression patients, this figure rises to 2.5 times higher. During the same period, the number of days lost due to reduced work capacity in depression patients is five times greater. Patients with depression tend to be less active, often lying down all day; research indicates that approximately 38% of depression patients face long-term restrictions in daily activities, and 30% report reduced activity compared to two weeks prior.
Additionally, the mortality rate among depressed individuals is significantly elevated, often attributed to suicide or accidents. Notably, for patients over 55 years old, the mortality rate within 15 months post-diagnosis is four times higher than that of similarly aged individuals without depression.
Common Symptoms of Depression
– Persistent feelings of sadness or a “hollow” mood.
– Loss of interest or pleasure in daily activities.
– Feelings of fatigue, sluggishness, or complete loss of energy.
– Sleep disturbances.
– Eating disorders.
– Difficulty concentrating, remembering things, or making decisions.
– Feelings of hopelessness and pessimism.
– Feelings of guilt, worthlessness, or helplessness.
– Thoughts of death or suicide, or suicidal behavior.
– Increased irritability.
– Frequent crying.
– Persistent pain in various parts of the body without clear cause.
If five of the above symptoms persist for more than two weeks, or if they interfere with work or family life, the individual may be experiencing depression and should seek psychiatric evaluation. If diagnosed and treated early, the success rate can exceed 80%, and most employees can return to work with their previous performance levels.
Manifestations of Depression in the Workplace
– Decreased work productivity: Failing to meet deadlines, working slower than usual, frequently apologizing for unfinished tasks, and diminished decision-making abilities.
– Low morale, feelings of disinterest, and lack of motivation.
– Reduced communication and collaboration, such as isolating from colleagues and not participating in meetings.
– Workplace accidents, often due to decreased concentration.
– Frequent absenteeism, recurring complaints of fatigue, or unresolved pains (such as headaches, back pain, shoulder pain, gastrointestinal issues) and signs of substance abuse.
Preventing Depression
To support employees, managers need to be knowledgeable about depression, recognize related signs early, and engage in discussions with employees about their issues with understanding, empathy, and confidentiality.
When an employee shows signs of depression, they should be referred to an appropriate medical facility. Particularly, if serious signs such as “life feels meaningless” or “it would be nice to die” are observed, the employee should be taken for immediate specialized consultation; it is not advisable to self-diagnose or lecture them on moral lessons. Simultaneously, attention should be given to studying the employee’s work environment for beneficial changes, such as flexible work schedules and reasonable task allocations to facilitate their treatment.
It is important to note that employees with depression often hesitate to report their condition due to fears of being perceived as weak or incompetent, or concerns about job loss or reassignment. Meanwhile, depression is treatable, and treatment outcomes are often very positive.
To prevent depression, a healthy and cheerful work environment is essential, ensuring adequate lighting, clean air, low noise levels, and moderate temperatures. Work should be diverse and creative, providing various opportunities to apply and develop employees’ skills. Additionally, organizations should create conditions for employees to pursue their aspirations for career advancement.
