Anna Sebastian Perayil succumbed to toxic workplace behaviour about two months ago, and now an emotional letter from her mother, Anita Augustine, addressed to EY India Chairman Rajiv Memani, has sent shockwaves through the corporate world. Before the letter went viral, it appears the Big Four firm had not acknowledged Anna’s death, and none of her colleagues attended her funeral.

'Death of my daughter'– A controversy 

The letter itself was enough for the global workforce to relate to the details of a toxic workplace. The controversy surrounding this tragic incident has been intensified by a leaked email from EY India’s Chairman that was sent to all employees.

In his response, Rajiv Memani noted that Anna’s tenure at EY India was brief—only four months—and assured that the firm maintained regular contact with her family during this difficult time. He emphasised that Anna’s mother’s distressing email was taken with the utmost seriousness and humility. Rajiv Memani also reassured employees that their well-being at work is a top priority, highlighting the availability of a supportive environment.

However, what is notably missing is any mention of establishing an investigation committee to address the allegations against the manager who reportedly burdened Anna with excessive work, requiring her to work beyond regular hours and on weekends. This was confirmed by a senior leader who had previously warned Anna about the workload at an office party.

Anna’s mother also pointed out that at the time of Anna’s joining, it was clearly communicated to her that all the previous employees in her respective teams had resigned due to the never-ending workload, and as a newcomer, she was assigned 'backbreaking' tasks. She stated, "This is a systemic issue that goes beyond individual managers or teams. The relentless demands and the pressure to meet unrealistic expectations are not sustainable." 

Read the full letter here:

Is the EY India Chairman’s response appropriate? 

While ongoing debates surround Rajiv Memani's email response, with some rightly labelling it as cold and insufficient, a company-wide message to employees will never be enough without corrective measures given the sensitivity of the incident. Many are pointing out clear red flags in Rajiv Memani's email—an action taken following media and social media outcry—stating that these are promises made but not actually implemented.

Refer to the picture below to take note of how to (or how not to) respond to such tragic incidents: 

Such tragic incidents, whether handled internally or exposed through media and social media, emphasise the critical need for building a healthy workplace. Confidentiality does not address toxic behaviours; instead, it fosters them further. Whether an employee’s tenure is short or long, toxic work practices have an equally detrimental impact on mental health. Are employees who have worked for over a year simply becoming ‘used to’ such toxic culture? The lack of empathy and support from the concerned HR team toward grieving families must also be addressed, as employees dedicate precious hours of their lives to the workplace. A loss resulting from workplace stress deserves, at the very least, care and compassion.

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Measures to avoid toxic workplace practices

Foster open discussions: Rajiv Memani rightly encouraged employees to voice their concerns without fear of retaliation. However, despite these leadership messages, fear of retaliation persists, especially when dealing with manipulative managers or colleagues. To truly understand what is happening in the workplace, HR professionals needs to conduct regular check-ins and feedback sessions, providing a space where employees feel heard and valued.

Set clear goals and expectations: The tragic incident highlights how Anna was overloaded with work, which led her to work over the weekend and beyond regular working hours. Therefore, to avoid overloading employees with excessive work or unrealistic deadlines, it is important to recognise that everyone has limits, and respecting those limits leads to better performance and well-being. HR professionals must set clear and SMART goals for each department, communicate KPIs openly, and send the message that not achieving 100% of a goal will not impact their job. Additionally, managers need to be trained in project management, so they learn to set achievable goals, delegate tasks effectively, and avoid overburdening their team members, even unconsciously.

Prioritise mental well-being - Anna was a new employee, but this incident highlights that she was not informed about the resources and channels available for recognising workplace harassment, and her team members did not support her during her suffering. Taking lessons from this, HR professionals needs to prioritise mental health by offering resources such as counselling, wellness programs, and mental health days within the organisation. Make these sessions mandatory so that all employees attend them without fail. Sensitise managers to the actions that could lead to workplace harassment, and educate employees about the signs of workplace stress. Additionally, foster a culture of collaboration where team members support each other during tight deadlines, so no one has to work beyond regular hours, ensuring productivity does not suffer. A supportive environment where employees feel safe expressing their challenges can help prevent burnout.

Investigate and take corrective actions immediately - Another unfortunate aspect of Anna’s case was the lack of support and empathy towards her family. The delayed action and response time only added to their suffering. While the global workforce is demanding justice for Anna, the organisation is yet to begin an investigation into the matter. HR professionals must avoid such insensitivity and investigate incidents promptly. Their focus should be on supporting grieving families and holding the responsible managers and leaders accountable to prevent such episodes from repeating. Other managers and team leaders should also be held to high standards of conduct, setting the tone for the entire organisation. Ensuring that they model respectful, empathetic, and fair behaviour is key to preventing a toxic environment. Additionally, transparency in performance evaluations is crucial, so that managers and team leaders cannot take credit for their team members' work. It is also essential to establish clear, transparent processes for reporting incidents, ensuring that employees know their concerns will be taken seriously and addressed in a timely manner.

While these are some suggested measures, if you have effective strategies in place to prevent toxic work culture practices, feel free to share them with us at pmeditorial@gopeoplematters.com and anjum@gopeoplematters.com. We would be glad to publish them and share them with the HR community.