Salute mentale sul posto di lavoro speakers
Relatori che affrontano lo stigma, costruiscono resilienza e trasformano il supporto organizzativo alla salute mentale
Speakers Associates represents 212 speakers on Salute mentale sul posto di lavoro, including Clare Kenny, Thimon de Jong, Helen Lawal, James Haskell, Ben McBean, Ben Campagna, Sylvia Marusyk, Dan Edwards, Perri Shakes-Drayton, e Toby Makoyawo.
Burnout, attrition and absence are now line items on the operating plan, and most wellbeing programmes have not moved the numbers. Leaders are being asked to protect cognitive performance and mental health at the same time, often with the same workforce that is already running hot. The hard question is what actually changes outcomes once posters, apps and awareness weeks have been tried.
Burnout has become a workforce productivity problem, not a wellness problem. Engagement programmes, resilience training, and hybrid policies have multiplied, yet attrition, presenteeism, and disengagement still cost organisations billions a year. Leaders need workplace wellbeing treated as a clinical and operational discipline, not a perks budget.
Most organisations now have policies on harassment, inclusion and respect at work. Few can explain why the same behaviours keep surfacing despite them. The gap between stated values and what people actually experience is where reputational risk, attrition and silence accumulate.
Internal events live or die on the person holding the room. A clumsy host turns a strong agenda into a long afternoon, and a confident one carries a weak agenda through. The harder problem: finding someone who can move from a panel on AI to a Q&A on wellbeing without losing the audience or the brief.
Most organisations say they value creativity and then design every system around predictability. People learn quickly which parts of themselves to bring to work and which to leave at the door. The cost shows up as flat engagement scores, cautious teams, and ideas that never reach the room where decisions get made.
Senior teams know that the next stretch will not look like the last one. The harder problem is keeping people sharp when the rules of their work change mid-cycle, the targets keep moving, and the playbook that earned them their seat no longer fits. What organisations need is a way to talk about reinvention that does not collapse into platitudes about grit.
Most leadership teams are running organisations where Gen Z is now the largest cohort entering the workforce, and the assumptions baked into their culture, policies, and management norms were written for a different generation. The data they have on this group is filtered through marketing research, not lived experience, and it shows up as turnover, disengagement, and a widening gap between what executives think young employees want and what those employees actually do. Closing that gap is no longer an HR project; it is a retention and credibility problem at the top of the house.
Wellbeing budgets keep growing while the people they are meant to reach quietly check out. Apprentices, frontline staff and senior leaders all hear the same workplace mental health language, and most of them have stopped listening to it. The gap is credibility: who is delivering the message, what they have actually lived through, and whether anything they say survives contact with a hard week.
Around half the workforce will go through menopause, and most organisations still have no language for it. Symptoms are read as performance issues. Talented women leave in their late forties and early fifties without anyone naming why. The cost shows up in attrition data long before it shows up in policy.
Most breaches do not come through the firewall. They come through a tired employee, a shared password, a click on a convincing email, a process that nobody reviewed. Boards have spent a decade buying technology, and the human layer is still where attackers walk in.
Half the workforce will go through menopause, and most organisations still have no usable answer for how to support them through it. Generic wellbeing programmes do not reach the women losing confidence, sleep, and sometimes careers in their forties and fifties. The gap is credibility: a voice senior employees actually trust on women’s health, delivered without clinical detachment or wellness-industry gloss.
Mental health is a board-level cost line. Yet most organisations still treat psychological strain in their workforce as an HR programme rather than an operating risk. The speakers who shift that conversation tend to be the ones who have been through it themselves, not the ones who study it from a distance.