Employee development programs as catalysts for suicide prevention and organizational change

Purpose This paper explores the critical role of employee development programs (EDPs) in preventing workplace suicides, as underscored by 2019 statistics from the US Department of Labor Bureau of Labor Statistics. It identifies various industries with elevated suicide rates. It considers both work-related stressors, like fear of failure and autonomy loss, and external factors, like family or financial issues, as contributing factors. The paper advocates for EDPs to enhance employee-organization relationships, promoting engagement and positive change. Through skills training, coaching and job enrichment, EDPs intend to address employee concerns, offering support and contributing to suicide prevention. Design/methodology/approach This paper examines the role of EDPs in preventing employee suicides, a concern highlighted by the US Department of Labor Bureau of Labor Statistics data on rising suicide rates. It uses the interpersonal theory of suicide to underline the urgency of addressing this global issue empirically. The paper proposes that EDPs, through skills training, coaching and job enrichment, can tackle underlying job satisfaction issues, fostering positive organizational change and enhancing employee well-being. It advocates for EDPs as a means to not only improve workplace dynamics but also potentially save lives. Findings This study finds that EDPs are vital in preventing suicides in organizational settings. EDPs address factors affecting job satisfaction and mental well-being, potentially leading to suicidal behavior. These programs enhance employee engagement and motivation by incorporating skill training, coaching and job enrichment. The study emphasizes the need for EDPs to promote positive organizational change and to improve employee well-being, thereby contributing to suicide prevention and fostering healthier employer-employee relationships, leading to broader social and mental health benefits. Originality/value This paper’s novelty stems from its exploration of EDPs as a strategy for preventing employee suicide. It offers a unique perspective by linking EDPs to suicide prevention, focusing on enhancing job satisfaction and mental well-being. Using the interpersonal theory of suicide, the paper not only underscores the global importance of suicide but also identifies high-risk occupations. It argues for EDPs as a proactive measure in organizations, presenting a new approach to employee suicide prevention with broad implications for organizational practices and employee welfare worldwide.