For a significant number of South Africans, the most challenging part of the workday is not an overflowing inbox, demanding clients, or a long commute. Instead, the difficulty lies in maintaining outward composure while concealing an internal struggle with anxiety or depression.
Mental illness remains one of the least understood health problems in the country, especially in the work environment. Many employees fear judgment, viewing themselves as weak, unreliable, or incapable if they openly discuss their issues.
A study conducted by the South African Depression and Anxiety Group (SADAG) revealed the widespread prevalence of mental health issues in the workplace. According to their 2024 Work Life Survey, over half of surveyed employees reported having a mental health diagnosis. The most common diagnoses include depression, stress, generalized anxiety disorder, burnout, and trauma.
There are six common misconceptions that continue to surround anxiety and depression in the workplace. One of the biggest myths is that people suffering from anxiety or depression simply need to 'be stronger.' Mental health professionals emphasize that both conditions are recognized medical illnesses influenced by biological, psychological, and environmental factors. Just as one cannot be blamed for developing diabetes or high blood pressure, individuals with mental illnesses should not be blamed for their condition.
There is also the myth that people with mental illnesses cannot perform their jobs. However, many employees living with anxiety or depression continue to work daily at a high level. Although symptoms may affect concentration, energy levels, and decision-making during difficult periods, proper treatment, support, and understanding from the employer allow many people to build successful careers.
Research in South Africa has demonstrated that depression can negatively affect cognitive functions such as memory, concentration, and decision-making ability. Nevertheless, early intervention and a supportive work atmosphere can significantly mitigate this impact. A study published in the SA Journal of Industrial Psychology (SAJIP) indicated that 'stress, depression, and burnout together with other negative psychological states or experiences, such as anxiety, fatigue, and emotional exhaustion, can reduce quality of life, increase vulnerability to physical illnesses such as colds, high blood pressure, and heart problems, decrease optimal functioning, and hinder effective participation in daily duties.'
Another myth suggests that if someone is smiling, they cannot be struggling. Mental illness is often invisible. Colleagues may appear cheerful in meetings, laugh at office jokes, and meet deadlines while secretly experiencing panic attacks, suppressed sadness, or constant worry. Experts warn that many people become skilled at masking their symptoms due to the fear of stigma or discrimination.
SAJIP added that 'relying on optimal employee functioning, organizations inevitably suffer from their mental health problems.' It also noted that 'stress, burnout, and depression jeopardize the smooth operation of organizations because they tend to reduce employee concentration at work and lead to presenteeism—the practice of being physically present at work while being unable to perform tasks effectively.'
Many avoid conversations about mental health for fear of upsetting someone or worsening symptoms. In reality, compassionate conversations often help people feel less isolated. Simply asking a colleague if everything is okay, listening without judgment, and encouraging professional help can make a huge difference.
There is a common stereotype that people with anxiety or depression are unreliable employees, and this is what causes many workers to hide their condition. In fact, many continue to work despite severe emotional distress, often out of fear of losing their job or harming their career. Studies on workplace depression in South Africa highlight that stigma remains one of the main reasons why employees prefer not to disclose their condition to employers.
Although employers cannot control every aspect of an employee's mental health, the workplace culture plays a key role. Excessive workload, unrealistic deadlines, bullying, job instability, and lack of support can contribute to deteriorating mental well-being. Creating a psychologically safe work environment, providing employee assistance programs, and encouraging open discussions about mental health benefits both employees and organizations by improving well-being and productivity.
As discussions about mental health grow in South Africa, experts believe that replacing myths with facts is one of the most effective ways to reduce stigma. No one should have to choose between protecting their career and protecting their mental health. For thousands of South Africans, anxiety and depression are not character flaws or personal failures, but health conditions that deserve the same compassion, understanding, and support as any other illness. A workplace where employees feel safe enough to seek help is not only healthier but also stronger, more productive, and more humane.
A new study conducted by Lyra Southern Africa shows that young people in South Africa are increasingly seeking mental health support due to pressure caused by unemployment, financial difficulties, and workplace stress.
Young people in South Africa are facing an increasingly complex mental health crisis as the combination of rising cost of living, job issues, and growing family responsibilities creates an unprecedented level of stress. Data from Lyra Southern Africa indicates that while more young people are actively using employer-sponsored wellness programs, the pressure on their well-being is becoming significantly more multifaceted as they go through different life stages.
The study results are based on an analysis of over 32,000 employee cases aged 19 to 40, as well as over 2,500 dependent cases related to Employee Wellness Programs. This provides insight into how mental health issues develop from adolescence to mid-career.
Thubukile Mugumbate, Business Analytics and Consulting Manager at Lyra Southern Africa, emphasized that youth well-being extends far beyond individual employees. According to her, support for youth in South Africa does not exist in isolation; workplace programs show that help extends not only to the employee but also to the household, as a young person's consultation often reflects pressure existing within a broader family system.
The study identified encouraging signs of young South Africans being willing to seek help: nearly half of all cases among youth demonstrated clinically significant improvement after intervention. Furthermore, Lyra manages about 98 cases daily through its programs, along with over 34,500 calls under the Employee Wellness Program. Nevertheless, the statistics also highlight the growing scale of the mental health burden in the country.
Stressors vary depending on age groups. For dependents and employees under 21, academic pressure, identity formation, trauma, and family instability dominate. Among the 22 to 30 age group, financial pressure and relationship issues intensify alongside ongoing mental health challenges. For employees aged 31 to 40, these difficulties are exacerbated by accumulated family responsibilities, long-term financial obligations, and work stress.
Despite the differences, stress and anxiety remain the most common mental health issues across all age categories. Mugumbate noted that youth face different realities depending on their life stage, but the common thread is pressure. She added that many young professionals are forced to juggle further education with career building. Many young professionals in South Africa pursue part-time postgraduate studies while managing their first job, leading to turnover and burnout noted in the data.
The study reflects broader national concerns related to persistently high youth unemployment, rising cost of living, and increased awareness of mental health issues among the younger generation. Many young employees start working already bearing financial responsibilities and expectations to contribute to household income, leaving little room for a traditional transition at early career stages. It was also found that youth value confidentiality when receiving support: over half of counseling sessions take place over the phone, and almost a third in person. Moreover, about 90% of all cases are self-referrals, indicating a preference for confidential and accessible support.
The impact of increasing personal pressure is becoming increasingly noticeable in the workplace. Presenteeism—the situation where employees are physically present but emotionally and mentally overloaded—has become a leading workplace issue across all youth age groups. According to Lyra's data, such employees often struggle with high workloads while managing financial stress, relationship problems, and complex family circumstances. Financial pressure, although not always the primary reason for seeking consultation, often acts as a significant factor contributing to anxiety, decision-making, and long-term well-being.
Mugumbate believes that employers need to move beyond generic wellness initiatives and tailor support to different life stages. She argues that a 'one-size-fits-all' approach does not work, as the needs of a 20-year-old newcomer and a 35-year-old supporting a family differ greatly. The expert suggests that earlier intervention can significantly improve outcomes. If support is aligned with the realities faced by youth and made accessible not only to employees but also to their families, significant changes can be achieved. Since the results are positive when youth seek help, the focus must now be on earlier outreach and support that reflects the full context of their lives.
