In an interview with the Human Resources Portugal platform, published on August 18, 2026, Prof. Dr. Victor Amorim Rodrigues—a psychiatrist, university professor, and clinical director of The Clinic of Change—called for a paradigm shift in how organizations view the mental health of their employees. The conversation addressed the state of mental health in the workplace, the warning signs of burnout, the role of organizations in prevention, and the therapeutic options available for the most intractable cases.
Mental Health in the Workplace: A Strategic Priority
Amorim Rodrigues’s starting point is clear: mental health is no longer an exclusively clinical or individual issue; it has become an organizational responsibility. Despite greater awareness and reduced stigma in recent years, many companies continue to address the issue only when situations of illness or leave from work arise. For the psychiatrist, this approach is insufficient: “The major challenge is to stop viewing mental health solely as a response to illness and start seeing it as a strategic investment in people and in the sustainability of organizations.”
Burnout: The Signs That Appear Long Before a Breakdown
One of the central themes of the interview is burnout—and the misconception that it begins when someone can no longer work. Amorim Rodrigues describes the early signs: loss of enthusiasm, persistent fatigue, irritability, difficulty concentrating, and emotional detachment from work. “Many people continue to meet their schedules and goals for quite some time, but they do so with enormous internal effort. It is precisely at this stage that intervention can be most effective.”
Leaders play a crucial role here. They are often the first to notice subtle behavioral changes in their teams, such as an employee who stops contributing during meetings or who, despite being present, seems emotionally detached.
The work environment as a risk or protective factor
The scientific evidence is unequivocal: the organizational context profoundly influences mental health. Excessive workloads, a lack of autonomy, unclear goals, and cultures based on constant availability are well-known risk factors. Conversely, environments that foster trust, psychological safety, and a balance between demands and support tend to protect mental health and enhance performance. “When we talk about prevention, we cannot limit ourselves to offering psychological support to employees. We must also reflect on how we design work and exercise leadership.”
Treatment-Resistant Depression and New Treatment Options
Toward the end of the interview, Amorim Rodrigues addresses treatment-resistant depression—a reality that affects a significant group of patients who continue to experience symptoms despite properly administered treatments. For these individuals, the impact goes far beyond psychological distress: difficulty concentrating, making decisions, and maintaining consistent energy levels profoundly interferes with their professional and family lives. Many continue to work during this time, often at the cost of an enormous personal effort that goes unnoticed by those around them.
The good news, he emphasizes, is that the available treatment options have evolved significantly. At The Clinic of Change, interventions such as ketamine-assisted psychotherapy and Transcranial Magnetic Stimulation are integrated into structured treatment programs led by multidisciplinary teams, with rigorous selection criteria and continuous clinical monitoring. “Rather than talking about technological innovation, I prefer to talk about personalized medicine. The goal is to offer each patient the approach that best meets their clinical needs.”
The full interview can be read in the online edition of Human Resources Portugal.
