Dear Editor,

Recently I watched the news and saw a man climb to the top of the Half-Way-Tree Transport Centre — allegedly out of stress and frustration. Then I heard fire chief Stewart Beckford urging members of the Jamaica Fire Brigade to seek mental health help if they need it. It really got me thinking: Are employers doing enough to support the mental health of their staff?

Back in 2024 I conducted a study on how Jamaican school principals have been supporting the mental health of teachers and students after the pandemic. The findings were eye-opening. Students were dealing with anxiety, sadness, and social withdrawal, while teachers were struggling to balance their own lives with the heavy demands of the job. The pandemic exposed a lot of cracks in the system, and schools had to step up in creative ways — like implementing social emotional learning (SEL) programmes, co-curricular activities, and professional development focusing on self-care and emotional resilience.

But here’s the thing: The challenges I saw in schools aren’t unique to education. Stress, burnout, and emotional instability are affecting workers in every sector, especially those in high-pressure jobs like firefighting, policing, and health care. Think about it: Firefighters and police officers are exposed to traumatic events regularly. How are we supporting their mental health?

The lessons from schools can apply to workplaces everywhere. For instance, SEL programmes don’t have to be just for students. Employers could integrate similar initiatives into their workplaces. Imagine if organisations started offering regular resilience training or had workplace-wide wellness programmes designed to help employees manage stress. Schools have shown that creating a safe and supportive environment can make a real difference — and non-educational workplaces could do the same.

Of course, one of the big takeaways from my study was that not all schools implemented these programmes evenly. That’s a red flag for workplaces too. We need standardised policies to make sure no one falls through the cracks. And it’s not just about having counsellors or mental health workers on staff — though those are crucial, it’s also about equipping everyone with the basic tools to recognise and respond to mental health challenges.

I’d even dare to suggest that every employer or union should have a training arm that includes lessons on resilience and self-care. After all, as the saying goes, “You can’t pour from an empty cup.” Employers need to invest in their employees’ well-being, not just for productivity but because it’s the right thing to do. This is a call to action!

If we’re serious about making Jamaica a place to live, work, raise families, and do business by 2030, mental health can’t stay on the back burner. Organisations must prioritise funding for training and resources that support mental health in their workplaces. This isn’t just about meeting Vision 2030 — it’s about creating a society in which everyone feels supported and valued.

So let’s ask ourselves: Are we doing enough to help our people carry the weight of their responsibilities? If not, it’s time to step up!

Shellon Samuels-White

shellon.samuels-white@themico.edu.jm