Responsible Growth: Bring the Human Back into HR Management

The recent tragic death of a 26-year-old chartered accountant working at Ernst & Young (EY) India, allegedly due to overwhelming work stress, has sent shockwaves through the corporate world. She had only joined the firm four months ago, yet, according to her grieving mother, she was burdened with extended hours, often working weekends and holidays to meet impossible deadlines. Her mother’s letter, revealing chilling details of the emotional and physical toll work took on her daughter, paints a picture of a young life lost to the relentless demands of modern corporate life. Even more disheartening is that neither her manager nor anyone from EY attended her funeral, leaving her family to face their pain in isolation.

This tragic incident isn’t just a one-off; it’s a clarion call to re-examine the toxic work cultures that are silently eroding the well-being of countless professionals. The outcry surrounding her death is reminiscent of other high-profile cases, such as the brutal murder of a doctor in Kolkata, where outrage spurred public discourse and demands for justice. In this case, the inhumanity stems from corporate exploitation rather than physical violence—but the emotional devastation is just as severe.

In many organizations today, employees are treated more like commodities than human beings. They are pushed beyond their limits, their mental health neglected in favor of profit and productivity. This kind of workplace culture, where workaholism is worn as a badge of honor, is sadly pervasive, particularly in sectors like BPOs, CA firms, and other high-stress industries. Employees are working late into the night, seven days a week, unable to say ‘no’ to the impossible demands placed upon them.

This isn’t an isolated case but a symptom of a much larger, deeply entrenched problem—a culture that thrives on exhaustion, where managers, themselves under immense pressure, perpetuate a vicious cycle of overwork and emotional neglect. In these environments, burnout and stress are often celebrated as signs of commitment, while asking for help or expressing concerns is viewed as a weakness or inefficiency.

The truth is, the workplace has become a new frontier for bullying. Ruthless leadership styles are rewarded, while those who advocate for employee well-being are often sidelined. Managers who push their teams beyond their limits are seen as high achievers, while those who recognize the importance of human dignity and emotional wellness are often dismissed. This has to stop.

The incident at EY is not just a case of tragic mismanagement; it’s a wake-up call to all organizations to start prioritizing the human side of work. Just as stringent measures have been introduced to combat workplace harassment under the Prevention of Sexual Harassment (POSH) Act, similar policies need to be put in place to address the exploitation of employees through overwork and neglect. Workplace harassment is not limited to physical or verbal abuse; emotional abuse, excessive workloads, and the denial of a healthy work-life balance should be treated with the same gravity.

This case has caught the attention of government officials, with talks of raising the issue in Parliament. There is hope that new legislation will be introduced to prevent workplace harassment, protect employee well-being, and hold organizations accountable for the environments they create.

Many of the world’s top companies are sitting on piles of cash, as highlighted in recent reports.

Yet, when it comes to paying employees fairly or investing in expanding their workforce to reduce the burden on existing employees, they hesitate. The moment the economy shows signs of strain, employee costs are the first to be slashed. This is a shortsighted approach that disregards the long-term damage done to individuals and society. Yes, India needs economic growth, foreign direct investment (FDI), and maximized productivity. But not at the cost of human lives.

It is time that organizations pledge themselves to the principle of Responsible Growth. This means growing in ways that respect human dignity, promote employee well-being, and ensure that people are treated as humans, not resources. HR, in particular, must play a central role in this transformation.

Unfortunately, in the case of EY, HR seems to have failed. The official statement released by the firm is deeply concerning—it claims that no official complaints were filed. But where was HR? How could they be unaware of the extreme stress their employees were enduring? HR’s job is not just to sit back and wait for complaints to be made. HR must be proactive, engaged, and always aware of the pulse of the organization. It is their responsibility to ensure that these kinds of tragedies don’t happen.

The Human Resource Business Partner (HRBP) model, designed to align HR closely with business goals, has in many cases made HR more loyal to business objectives than to the people who make the business possible. This misalignment needs to be corrected. HR’s primary duty should be to advocate for employees, ensuring their well-being and creating a healthy, sustainable workplace culture.

Organizations must stop viewing employees solely as “resources” that can be pushed to their limits. HR needs to lead the charge in bringing the human back into Human Resources Management. The price of ignoring this critical issue is far too high. The loss of a young professional like the chartered accountant at EY should never happen again. Responsible growth isn’t just about profits and market share; it’s about building businesses that people are proud to be part of—where their contributions are valued and their well-being is protected. Let this tragic incident be the turning point.

And what a piece of advise by none other than the HR Guru, Dave Ulrich

Work is work: mental health or well-being is both a noble end in itself, but also a means to organisational outcomes. It is a paradox of both attending to mental health concerns and also making sure that the organisation succeeds in the marketplace. Navigating both compassion and competitiveness comes from recognising that without success in the marketplace the workplace does not exist. Helping employees connect their mental health to their customer success creates a virtuous cycle.