A Practical Workplace Mental Health Intervention Model in the Manufacturing Sector: Preliminary Findings from Harare, Zimbabwe

Addressing mental health challenges in the workplace requires a deliberate shift from theoretical frameworks to practical, scalable interventions. This paper presents a pragmatic evidence-informed approach to workplace mental health drawn from experiences within a manufacturing sector organization in Harare, Zimbabwe. The presentation outlines a comprehensive step by step model implemented to enhance mental health awareness, early identification of conditions, and utilization of support services among employees. The approach is grounded in a baseline assessment of employee mental health needs which informed the design and tailoring of targeted interventions. A key innovation within the model is the incorporation of digital mental health screening tools and tele therapy services to improve accessibility and facilitated early identification of employees requiring support. These tools complement traditional methods and enable early detection of mental health concerns in a non-intrusive and scalable manner. The model further incorporates provider initiated mental health screening, adapted from established HIV/AIDS care frameworks, to normalize routine mental health checks within occupational health services, Capacity building initiatives are implemented at all organizational levels, including structured training programs and the integration of employee mental health indicators into managerial key performance indicators (KPIs),thereby strengthening accountability and leadership enagagement.In addition the approach emphasis sustained awareness campaigns to reduce stigma and improve mental health literacy. Employee experiences are also explored particularly in relation to accessing therapy services. Evidence point out that the employees are unlikely to forget the giver of the information. A clearly defined and widely disseminated referral pathway ensures continuity of care and appropriate escalation of cases. Preliminary observation suggest that this integrated and practical approach contributes to increased awareness, improved identification of mental health conditions and enhanced utilization of available support services. The provisional findings demonstrate the feasibility of embedding mental health interventions within existing organizational structures. This paper concludes by arguing that organizations can adapt and replicate this model to bridge the gap between policy and practice, ultimately improving employee wellbeing.