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Employees’ mental health issues present significant challenges for organizations globally. Despite various human resource management (HRM) interventions, systemic stigmatization of people with mental health challenges endures. We propose drawing on an innovative HRM practice in the mental health sector, by introducing designated lived experience (LE) roles into organizations to achieve cultural shifts that benefit the entire workforce. A sector-wide survey was conducted across the mental health sector within an Australian state. A whole-workforce approach was taken by seeking perspectives from employees in both LE roles and traditional roles. Complete responses were obtained from 327 participants (116 in LE roles and 211 in traditional roles). Results showed that across the entire workforce, top leader commitment to LE roles led to more clarity about LE roles, resulting in improved individual outcomes of authentic self-expression, and organizational outcomes of service delivery. LE role clarity was particularly important in organizational contexts where social integration of LE roles was low. Our study puts lived experience at the forefront of HRM scholarly debate, highlighting how employing LE roles can achieve better performance, diversity and inclusion outcomes especially for those with mental health challenges, and support the development of more healthy and inclusive organizations.

the international journal of human resource management

Developing inclusive and healthy organizations by employing designated lived experience roles: Learning from human resource management innovations in the mental health sector