VP of HR Janine Pajot looking to break stigma, inspire open conversations, and make employee well-being a core value
When Janine Pajot, VP of HR at Bayer Canada, shared her personal journey with depression during the pandemic, it marked a turning point for the organization. Her openness about mental health was not only a personal milestone but also a catalyst for broader cultural change in the company.
“I live with depression. I have hidden that for years and years and years, from family, friends and the organizations that I worked for. But, you know, fast forward, it was during the time of the pandemic and things really got much worse for me. And then I finally sought help,” she said.
Pajot’s decision to speak openly about her struggles coincided with the launch of a business resource group for people with disabilities, both visible and non-visible, including mental health.
“I was asked to share my story with the org. I’m so glad I did. I was terrified. It was very nerve-wracking, because I thought, ‘Is this going to be career annihilation that I’m doing here?’ But if I can help one person, then it’s all worthwhile.”
Her vulnerability has had a ripple effect across Bayer Canada. Pajot notes that employees have reached out directly, feeling more comfortable having conversations about their own mental health.
“I still think there’s a long way to go. And that is why I’m so open about my journey. There’s still such a stigma related to mental health in the workplace. So, having leaders be more vulnerable and inviting the conversation is the next step in order to be able to bring mental health to the forefront.”
Embedding well-being into Bayer Canada’s DNA
For Bayer Canada, this leadership approach is not just about individual well-being; it’s a strategic imperative. Pajot emphasizes that “well-being should be embedded in the DNA of the organization. Not every organization makes a point to do this, but at our organization, this is job one. Because without your people being at their very best, performing at their very best, then really everything else falls short.”
The company’s commitment to wellness extends beyond programs and benefits. Pajot describes a culture where dialogue about wellness is ongoing, and leaders set the tone from the top. Initiatives such as “slow-down days,” which encourage employees to take breaks during long weekends or holidays, are designed to reinforce the message that well-being matters.
“Those are the program pieces, but as I was saying it’s less about the programs themselves, but really about wanting people to understand their wellness is so important, and to be cognizant of what could get in the way- workload, etc”.
Agility, inclusivity not mutually inclusive
As the pharmaceutical sector faces pressures ranging from regulatory compliance to digital overload, Pajot believes that organizational agility and inclusivity are not mutually exclusive. Instead, they are mutually reinforcing.
“You can be agile and inclusive… they blend very well together. We want to reinforce the freedom in the framework. We want to reinforce the need for agility in a model like this, in addition to the well-being piece, and in addition to ensuring that people are feeling heard and feeling like they belong.”
Looking ahead, Pajot sees digital overload and the increasing pace of work as key challenges for HR leaders. She urges organizations to maintain a pulse on how technology and workload are affecting employees, and to focus on building resilience and prioritization skills. “Not everything is an urgent thing, right? So, it may all be important, but what’s really urgent? I think that’s really key.”
For Pajot and Bayer Canada, the lesson is clear: a strong culture that embeds well-being is the foundation for resilience and performance. “It’s not about the programs. EAP programs, therapy- all of that, those are inputs. But the output is a strong culture that embeds well-being for its people.”
