Psychological Safety Is Not Just a Commitment, but a Need!

We often hear people struggling to heal from physical illnesses like cancer or heart disease, but how about the silent battle in the mind and soul? This is why feeling safe as part of mental health plays an important role in helping humans survive and strive.

Psychological safety is one of the basic mental needs for getting through daily activities, including working. The theory and correlation between psychological safety and working was first introduced by Amy Edmondson, a professor at Harvard Business School in 1999. The work environment able to provide psychological safety is reflected in employee behavior, such as having the courage to speak up, taking risks, and inventing innovations without fear of judgement and failure.

The need for psychological safety as part of mental health begins with awareness. Unfortunately, the awareness of mental health in Indonesia is relatively low. This is shown by the fact that there are far fewer professional psychologists in Indonesia compared to doctors. According to 2023 data from the Indonesian Psychology Association, there are currently 12,517 active psychologists in Indonesia, while there are 226,190 doctors. The low number of psychologists also reflects the low public awareness about mental health, including the need for psychological safety.

Relationship between Psychological Safety and Engagement

Engagement is reflected in the enthusiasm and dedication employees have towards their work. When employees feel safe, they tend to express their opinions and ideas without fear, stay active in innovating, and realize their potential in the workplace.

Creating a sense of safety in workplaces is still a challenge for many companies in Indonesia, and even around the world. Indicators in Good Corporate Governance (GCG) are mostly dominated by physical aspects, so psychological safety often gets overlooked. The International Organization for Standardization (ISO) only introduced standards for psychological safety in the workplace in 2021 as a response to the Coronavirus Disease 2019 (Covid-19) pandemic. Engagement that arises from psychological safety has a significant impact on a company, differing from engagement that stems from absolute orders from superordinates (one-way direction) or job demands. Studies show that psychological safety makes employees more actively engaged, creative, and innovative in their work, leading to increased business targets and a more positive perception of the company by clients. This occurs because the employees feel heard and valued, resulting in increased motivation and maximal contribution.

Relationship between Psychological Safety and Employee Productivity

Psychological safety also has a direct impact on employee productivity. When employees feel safe, they are more likely to collaborate, share knowledge, and actively cooperate within teams. This not only improves the quality of work outcomes but also enhances the efficiency of workflows.

Companies that successfully create psychological safety for their employees can overcome various challenges such as complex internal bureaucracy and ineffective communication because psychological safety can help reduce errors and boost operational and communication efficiency. Employees who feel safe are also more likely to report issues or provide constructive feedback, helping the company continuously improve its processes and services.

Additionally, psychological safety contributes to the employees' mental health, which in turn affects productivity. Employees who are not stressed and feel supported tend to be more productive and have lower absenteeism rates. In Indonesia, where mental health issues are often considered taboo, companies that take steps to ensure their employees’ psychological well-being can see significant increases in productivity and loyalty.

MUC's Commitment to Creating Psychological Safety

As a human company, MUC views psychological safety not merely as a commitment but as a fundamental necessity for everyone in the organization. Various efforts, both conventional and technology-based, have been implemented, starting with establishing a culture of mutual feedback, which not only promotes freedom of expression but also transforms communication patterns from being filled with small talk to being assertive and genuine among employees. These efforts are manifested through regular Satisfaction Surveys and Group Coaching sessions, where employees from different divisions at the same level can share insights on personal and team development issues with the guidance of certified coaches. Additionally, the employees have the opportunity to have a direct discussion with the Managing Partner at least three times a year during the Sharing with CEO events.

MUC also believes that innovation should emerge from the ground up. To support this, MUC has the Squad Innovation Project, a program that allows all employees to present their best, novel ideas. This project reinforces psychological safety leading to enhanced interpersonal equality and increased internal trust. As a result, various employee innovations have positioned MUC as one of the few tax consulting firms in Indonesia that utilizes digital technology for most of its business operations.

The awareness of the need for psychological safety and mental health has driven MUC to not only create a supportive culture and programs but also provide facilities that support employees. In collaboration with Makna Citta, MUC has established a Mental Health Service Unit (Unit Pelayanan Kesehatan Mental/UPKM) that offers counseling with psychologists for its permanent employees.

MUC's journey to ensuring psychological safety at work is far from over. The evolving dynamics of work, along with the diversity of generations and employee characteristics, are the issues that MUC continuously addresses to create psychological safety and space for all employees and individuals within the company.

 

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