What the next-gen demands for mental health at work

In the high-pressure world of advertising, mental health often takes a back seat to tight deadlines and client demands. But with burnout on the rise and employees increasingly battling stress and self-doubt, the call for workplaces that truly support mental well-being has never been stronger. 

While advertising offers creative freedom, the relentless pace wears down mental resilience. For Neel Chatterjee, Founding Member & Strategist at The New Thing, impostor syndrome is a pervasive challenge, “With the constant chase for Scopes of Work (SoWs) and creative deliverables, it’s hard to stop and think, ‘I’m doing a great job,’” he says. 

Harshita Saratkar, Brand Lead & Content Strategist at Youngun, highlights the difficulty of achieving work-life balance when clients constantly demand last-minute changes. "It’s rewarding work, but knowing there’s always something in the pipeline makes it hard to truly disconnect," he explains. 

These stories reflect a broader reality within advertising. An IPA survey found that 78% of ad employees believe their workplaces should do more for mental health, compared to 49% of the general UK workforce. Despite this, only a third of ad employees have access to mental health policies or training.

With these statistics in mind, we went straight to the people living through the pressures of the industry every day, the employees themselves. We asked them what they truly want from their workplaces when it comes to mental health policies and support, revealing a call for workplaces to move beyond token gestures and toward policies that genuinely protect and uplift their well-being. 

Essentials for employee well-being & satisfaction

In the advertising world, a supportive workplace culture isn’t just a nice-to-have, it’s a must-to-have. It is essential for survival. Employees across the industry cite recognition, camaraderie, and open communication as vital elements for their well-being, urging agencies to move beyond superficial perks and create environments that genuinely support mental health.

For Neel Chatterjee, one of the most overlooked aspects of culture is credit. “Ensuring people get due credit for their work is a critical part of keeping morale high,” he says, noting that in many agencies, leadership often claims ownership over work they had little hand in. This lack of acknowledgement, he believes, not only demotivates but undermines team trust and morale.

Meanwhile, Harshita Saratkar sheds light on the importance of building a supportive network within the team. “Having good teammates who will hear you out after a stressful call or back you up when you need to take a break is a NEED,” she says, describing the unique reliance on "work besties" to handle the pressures of the industry. 

To her, these connections are as essential as deadlines. But beyond team support, Saratkar believes that management should make mental health a priority by normalizing conversations about it and even introducing mental health leaves. “Your boss might not accept it, but even they need one every now and then,” she quips, driving home the idea that mental health needs transcend hierarchy.

In an industry driven by deadlines and expectations, genuine acknowledgement, emotional support, and open channels for mental health are what ultimately make or break employee well-being.

For Akash Chatterjee, Associate Group Account Manager at SoCheers, the foundation of a good workplace culture isn’t flashy perks but genuine understanding. “At the core of it, everyone just wants to be heard and acknowledged,” he explains, emphasising that a supportive culture recognises both who he is and what he brings to the table. 

He believes in a balance between “nature and nurture”, where his authentic self is respected, and his abilities are encouraged to grow. It’s this balance, he says, that fosters true well-being, allowing him to thrive professionally without losing his personal sense of self.

Workplace changes that employees seek

In today’s remote work landscape, fostering genuine connections among team members has become essential for building camaraderie and maintaining morale. 

Harshita Saratkar believes that remote work setups don’t have to weaken team bonds, as long as companies are intentional about bringing people together. “Offline catch-ups and bonding activities every now and then help a lot in getting to know your peers,” she explains. These face-to-face moments do more than just strengthen relationships; they act as mental refreshers, creating a sense of belonging that offsets the isolation remote employees often face.

But while these social connections are beneficial, Saratkar emphasises that companies must go beyond team-building efforts and address mental health more directly. “Treating mental health struggles with the sensitivity and attention it deserves is where we begin,” she says, underscoring the importance of mental health support as a core part of employee benefits, especially for Gen Z. Offering subsidised therapy and dedicated mental health leave, she argues, would provide employees with a critical support structure, helping them navigate stress and maintain well-being even in high-pressure environments.

Globally, experiments with shorter work weeks have shown promising results in boosting productivity and employee satisfaction. However, the advertising industry remains notorious for its long hours and often inflexible schedules. 

Akash Chatterjee points to this rigidity as a significant challenge, advocating for more adaptable work hours to improve overall well-being. “Flexibility with work schedules and offering mental health days would greatly aid employee well-being,” he shares. Yet for Akash, creating a truly supportive environment requires more than just policy changes; he calls for a broader cultural shift within the industry itself. By prioritising open communication and genuine support, he believes agencies can foster a more engaged, resilient workforce.

How have organisations helped

As more employees are becoming vocal about their workplace needs, especially when it comes to mental health policies, agencies are recognising the need to invest in genuine mental health initiatives and work-life balance policies. 

According to Neel Chatterjee, at The New Thing, access to mental health professionals is ground zero. The agency has partnered with Kaha Mind as its wellness and mental health partner. 

Talking about how his agency has helped him navigate his mental health at work, Neel Chatterjee said, “The freedom, trust and ability to say no when we know there's an unreasonable demand of work has been the most important aspect to me. It's not just about revenue and resources; it's about people dealing with people. I can only hope more agency people reading this push for better for them and the people after them.”

Akash Chatterjee echoes this sentiment, highlighting how supportive leadership can create a collaborative and balanced workspace. He notes that genuine brainstorming sessions, where ideas are assessed based on feedback rather than hierarchy, foster an open culture where everyone feels valued.

“Celebrating those wins is taken just as seriously,” he adds, emphasising the importance of recognising team achievements. Access to in-house psychologists also ensures that employees feel supported beyond their work roles. “Currently, my managers are particularly mindful of mental bandwidth, regularly checking in to make sure no one is overstretched,” he says. During crunch periods, his managers lead by example, jumping in to help so that everyone can wrap up work on time—a simple but powerful gesture that strengthens team morale.

As for Youngun, 2024 was a major win for the employees as the organisation started offering menstrual leaves in 2024. Harshita Saratkar said, “From personal experience, I can say that menstrual leaves and mental well-being are closely interconnected. As someone who experiences intense mood swings and brain fog, knowing that I can take a day off when needed is always a relief.”  

In an industry where creativity fuels success, but the pace can often drain resilience, the message from employers is clear: it’s time for advertising to evolve. Mental health support can no longer be a nice-to-have or reduced to token gestures; it must be woven into the foundation of agency culture. From flexible hours and mental health leaves to open conversations about emotional struggles, employees are seeking environments that genuinely value their well-being.