I coordinate with HR, employee experience, and health and safety specialists to understand the need and challenges, review what is already in place, and define the next step based on the workplace context and the decision required.
For organizations in Saudi Arabia · Available in Arabic or English
The starting point may be a workshop on a defined topic, an independent review of an existing program, or tailored support once the design or implementation need is clear.
A custom workshop or series of workshops built around a defined topic, audience, and objective. It can be designed for employees or managers, with examples, exercises, and materials tailored to the organization’s context and the nature of its work.
Duration and deliverables are defined in the proposal after the topic, participant group, and delivery format are agreed.
An independent review for organizations that already have initiatives or support channels and need a clearer picture before expanding or redesigning them. It draws on existing materials, selected leadership input, and analysis of governance, measurement, and psychosocial risk.
It is completed over two to three weeks, depending on the readiness of inputs.
Outputs include a current-state view, practical priorities, and a 90-day action plan.
Once the need is clear, a separate scope can be defined to design or develop a program, organize roles and support pathways, build measurement indicators, prepare reporting, or support implementation and review.
This path is tailored to each organization. Its duration, deliverables, and support boundaries are defined in a separate proposal.
You have several initiatives but no single view of what is working and what needs attention.
Employee survey results are available, but the next action is unclear.
Managers need practical tools for pressure, workload, or referral to support.
The organization wants to understand the need before starting a new initiative.
There are questions about roles, data, privacy, or measurement.
You need a workshop built around the organization’s actual context rather than generic training content.
These are examples of output types. Their structure is adapted to the engagement.
Summarizes what emerged, why it matters, and the decision that needs to be made.
Brings the main issues into one view so leadership can decide what starts first.
Clarifies what should be measured and what each indicator can—and cannot—show.
Turns priorities into actions, ownership, and review points for the next stage.
Public indicators are a reference point. The actual decision should be based on the organization’s workplace context, existing materials, available data, and the question leadership needs to answer.
of employees in Saudi Arabia are engaged at work.
reported a lot of stress during the previous day.
Clarify what the organization needs to understand, decide, or improve, and who needs to be involved.
Review the materials, data, initiatives, and roles connected to the agreed question.
Collect the input defined in scope from decision-makers or work owners, without expanding the engagement beyond what was agreed.
Organize the evidence, separate observations from conclusions, and identify the gaps and practical priorities.
Present the agreed findings and tools, then discuss the decisions and next step with the relevant stakeholders.
I am Mansour Alsikhan, an SCFHS-registered Specialist in Psychology working in employee wellbeing and workplace mental health.
I bring more than 11 years of institutional experience, an Executive Master’s in Hospital and Health Services Administration, a Higher Diploma in Cyber Psychology, and professional training in ISO 45003, NEBOSH, and IOSH.
My work connects psychological insight with program design, measurement, and reporting that helps HR and leadership teams make informed decisions.
SCFHS-registered Specialist in Psychology.
Executive Master’s in Hospital and Health Services Administration.
Higher Diploma in Cyber Psychology.
Psychological Health and Safety at Work — ISO 45003.
Managing Stress at Work — NEBOSH HSE Certificate.
Managing Occupational Health and Wellbeing — IOSH.
It depends on the problem and the decision required. The starting point may be a custom workshop, a review of what already exists, or a separate scope for program design and implementation support.
It depends on scope. A project sponsor and a representative from HR or employee experience are often involved. Health and safety, legal, or data-protection stakeholders may be added where relevant.
Not necessarily. The current review starts with the organization’s existing materials and aggregated data. Any additional survey or data collection requires a separate scope and clear approval before it begins.
The workshop addresses a defined topic with a defined audience in a short engagement. The review examines existing documents, roles, data, and measurement, then provides a broader picture and priorities for the next period.
The work may end when the deliverables are completed, or the organization may commission a separate scope for program design, implementation support, or measurement. Nothing expands automatically without a new agreement.
Only the minimum information needed is requested. The review uses aggregated or de-identified data and does not ask for health information or individual cases through the website.
Identify the organization’s challenges or needs, who will benefit from the work, and the outcome you are looking for. Do not send health information or data about an identifiable employee.
