Psychological Issues at Work

A Case Analysis
Case Study: Vasanth and Medusa Infotech

By
Group-7
SCMHRD | MBA-HR | 2019-2021

Name PRN
Rashmi Shenoy 19020341094
Shrishti 19020341104
Damini Pawar 19020341124
Reshmi Jane Krishnan Nair 19020341148
Sidharth Sreekumar 19020341160
Ayushman Deb 19020341177
Shouvik Lahiri 19020341211
 WHAT SHOULD VASANTH DO?

Choices

Leave and join

Stay and hope Switch to
different
for the best different unit
organization

OLD WINE, NEW BOTTLE?

• Worst choice • Leaving the past behind
COGNITIVE DISSONANCE

• More pragmatic
• Sole reason for declining • But he has to start afresh, and starting with a clean

TIME TO MOVE ON
mental health slate
and might again end up as a
• Join a better organization
• Could force some sort of shadow resource
deal with the manager who • But he has learnt from more career opportunities
found him indispensable and a more supportive HR
experience
• But without HR support, he • Take with him the vast
• Won’t repeat the same
perceives it as a lost cause experience he gained
mistakes
• Escape the source of his
• Will have an edge over
mental trauma and anxiety
others, since he had learnt
several different
technologies
MR . KRISHNAN SHOULD TAKE THE FOLLOWING NECESSARY STEPS

 Mr Krishnan should have a one on one conversation with Mr. Vasant in order to understand his
concerns and then take necessary action
 Mr Krishnan must ensure that Medusa has proper policies in place as we could see that Mr
Vasanth worked as a shadow resource even after completing his 6 month stint.
 Onboarding programs must be designed efficiently in order to make sure that all employees get
an equal opportunity.
 He should also have regular meetings with both the project leader/managers as well as Mr.
Vasanth to ensure that the work given is relevant and meaningful.
 Performance discussions should be a two way conversation where both the employee as well as
the manager can have an open communication and be transparent
 Every employee enjoys recognition in the workplace. As it can clearly be seen that Mr Vasanth has
not been appreciated enough considering he took three different roles at the same time. Mr.
Krishnan must ensure that he is always rewarded and/or appreciated for the work he performs
 Mr. Krishnan should help create a career progression plan for him as per his performance,
potential and his interests as this would motivate him further
MR . KRISHNAN SHOULD TAKE THE FOLLOWING NECESSARY STEPS

Mental Health Support

 Communication structures are already in place.
 Empathy is key
 Social support networks are available.
 Offer to listen to him without judging them.
 Ask how you can help—and respect Mr Vasanth’s wishes.
 Reassure him that they are still a valued part of the team.
 Continue to include him in the workplace’s usual activities.
 Build a culture of connection through check-ins

Mr.
 Krishnan must have a meeting with his team and be as generous and flexible as possible in
updating
 policies and practices, reframe performance reviews as opportunities for compassionate
feedback and learning instead of evaluations against strict targets, maintain transparency and trust
throughout and always encourage two way communication and employee feedback
MEDUSA’S COURSE OF ACTION BE TO HELP EMPLOYEES ON MENTAL
HEALTH ISSUES

Factors at the workplace that can lead to mental health issues;

1. Lack of trust in the company

2. Company doesn’t understand employee needs

3. Company doesn’t empathize with its employees

4. Lack of support from managers causing depression and anxiety

5. No appreciation for the contribution

MEDUSA’S COURSE OF ACTION BE TO HELP EMPLOYEES ON MENTAL
HEALTH ISSUES

• Practice consistent and transparent communication

Build Trust • Consult and include employees in decision making

• Walk in employees’ shoes

Build Empathy • Listen actively and Avoid making assumption

• Provide opportunities for managers to attend relevant training to support staff living with
Train Managers and Leaders mental health problems and the well-being of all staff.

Recognize the staff for their • Recognizing and appreciating employee efforts make them feel valued and work with
contribution healthy mind

Give employees proper • Help employees to build the capabilities and increase their motivation and self-confidence
training
Speak candidly about mental • The first step in beating the stigma is stop treating mental health as taboo and increase
awareness about it.
health • Encourage employees to talk about their issues openly
MEDUSA’S COURSE OF ACTION BE TO HELP EMPLOYEES ON MENTAL
HEALTH ISSUES

• Organization should frequently audit their mental health resources to make

Make sure tools and resources to sure they’re accurate, up-to-date, and contain practical advice that their
address mental health are available employees can use to get better.

• Managers must exhibit healthy behaviors so that their employees feel that
Exhibit and model healthy behaviors they can prioritize their mental health and self-care by setting boundaries.

Normalize on building a connection • Intentionally checking in with the direct reports is extremely vital.
through check-ins • Go beyond the simple “How are you?”, and start a conversation.

• Customized approaches to address stressors, i.e., childcare and feeling the

Offer flexibility and be inclusive need to work all the time and proactively offer flexibility.

• Regular simple pulse surveys to find out what are the primary stressors the
Ensuring accountability employees are facing and a direct input can really help in shaping new
programs
FACTORS THAT LEAD TO VASANTH’S POOR PERFORMANCE

Lack of clearly defined role: Vasanth worked simultaneously on 3 different projects, all of which considered him
as a support engineer, despite unofficial dependency in one.

Having to work as shadow resource, despite completion of 6 months: All his peers were absorbed into
various projects meanwhile Vasanth had to continue shadow work.

Flawed performance appraisal system for freshers at Medusa: KPIs are not in sync with nature of job
and exposure given to freshers.

Incorrect and misleading communication from HR department and project managers regarding career
progression due to working in multiple projects simultaneously.

When he got to work in 3 different projects, Vasanth’s work remained under appreciated due to low
visibility with top management and lack of client interaction.

Lapse in communication led to high levels of distrust, which led to Vasanth not talking about his work
issues with anyone, which later led to psychological and physical problems for Vasanth.

Medusa was unable to properly document the work performed by employees working multiple roles
simultaneously.
 PRECAUTIONS MEDUSA INFOTECH SHOULD TAKE TO AVOID SUCH
SCENARIOS AT THE WORKPLACE
Availability of psychologist on call at every centre to assist employees.

Mental health sensitization workshop for all employees to destigmatize consulting the psychologist at the office.

Medusa should ensure SOP should not deny career progression opportunities for employees who delivered on niche roles and extraordinary situations.

Management should ensure confusing, potentially conflicting or erroneous statements should not be communicated to employees.

Performance appraisal process should be modified to facilitate possibility of niche roles in the organization.

Medusa should focus on introducing timely rewards and recognition system to prevent employees becoming dissatisfied.

Adaptable career path should be made available for employees who have had to take up niche roles to maintain internal parity in career growth prospects.

HR intervention, in a case-by-case basis should be built into performance appraisal systems and future career option discussions to prevent employees being side-tracked due
to their performance of niche roles.
Thank You!