Blue Monday: an opportunity to boost QWL (and not just survive the “bluest” Monday)

Every year in the third week of January, a term reappears in the media and on social networks: Blue Monday. Literally “Blue Monday”, this expression is often presented as the “The most depressing Monday of the year”, which is supposed to result from the combination of several factors related to the end of the year and the start of the new one.

But behind this widely shared idea lies an astonishing reality: Blue Monday is not a proven scientific phenomenon, but a media construct born from an advertising campaign in 2005 designed to attract attention at a time when commercial activity has traditionally been low. Despite this, the expression emerged culturally as a morale marker at the beginning of the year: making it an excellent entry point for HR directors who want to talk about well-being at work and sustainable working conditions.

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What Blue Monday is really saying

Blue Monday is not a magic date when everyone gets depressed, nor is it a universal biological reaction to the third Monday in January. It is a point of media convergence around a time of the year that is already, for many, a moment of transition: the end of the holidays, winter weather that limits natural light, a return to professional routine and often a tight financial balance after end-of-year expenses.

For HR directors, this period can bring out signals that are already present in the organization: a motivation that is dulling, energy levels that fluctuate, or even less attention towork/life balance. Rather than focusing on the date itself, the challenge is to identify these signs of fragility in the collective and to respond proactively.

Why this “myth” is useful for QVCT

Even if the Blue Monday is not scientifically validated, it reveals something real: The start of the year is a key moment for well-being at work. This is the time when many employees assess their goals, their resources, their Life balance and their motivation. What really matters for HR directors is not to “survive” a Monday, but to enter a window for listening and action.

By turning this apparently light topic into an HR opportunity, we are sending a strong message:”we take the experiences of our teams seriously, even when they are influenced by cultural stories.” This creates a space for discussion around the QVCT which is both accessible and relevant to the daily concerns of employees.

5 concrete ways to take action (without falling into Blue Monday marketing)

Rather than treating the Blue Monday as a simple communication highlight, some organizations choose to make it a useful moment to put QVCT back at the center of daily life. Without a heavy device or gimmicky operations, this start of the year can become a simple opportunity to readjust practices, open up dialogue and give new impetus to the collective.

These are often small actions, well thought out and well embodied, which are making a difference in this transition period.

1. Open a simple and accessible listening space

The start of the year is often a time when feelings are there, but they are not expressed. Fatigue, loss of momentum, questions about the coming year... without a dedicated space, these signals remain invisible. Creating a listening time during this period allows you to take the collective temperature and to send a clear message: the experience of the teams count as much as the objectives.

Examples of actions to be implemented:

• Circulate a very short anonymous questionnaire (3 to 5 questions maximum) on energy, workload and state of mind at the beginning of the year;
• Organize an informal team discussion (15 minutes) dedicated to returning from vacation and to current priorities;
• Include a question “how are you doing right now?” in an existing meeting, without trying to analyze or resolve immediately.

2. Care for the return to work after the holidays

The resumption of January often sets the pace for the following weeks.. A return that is too sudden can reinforce fatigue or demotivation., while a return thought of as a time of transition promotes commitment. Taking care of this moment means allowing teams to reconnect to the collective and to the meaning of their work.

Examples of actions to be implemented:

• Share a message of takeover from management or management, focused on the coming year rather than on immediate performance;
• Organize a team breakfast or a friendly recovery time, even informal;
• Schedule a scoping meeting to clarify priorities and avoid overload in the first weeks.

3. Restoring energy on a daily basis

In winter, energy fluctuates more. The lack of light, accumulated fatigue and the pace of work can weigh on collective morale. Without upsetting the organization, it is possible to act on simple levers that support energy on a daily basis.

Examples of actions to be implemented:

• Encourage breaks outside or moments of breathing during the day;
• Test meetings while walking when the format allows it;
• Limit late meetings at the end of the day during this period;
• Arrange spaces to maximize access to natural light.

4. Co-building realistic collective commitments

The start of the year is often associated with resolutions... which rarely stick. In business, the co-construction of collective commitments simple makes it possible to create a more sustainable dynamic, because teams feel that they are actors in decisions.

Examples of actions to be implemented:

• Suggest to the teams to define one or two QVCT commitments together for the coming months;
• Set up a recognition ritual between colleagues (thanks, valorization of successes);
• Decide collectively on a weekly time slot without meetings;
• Create a monthly time for sharing best practices or for mutual support.

5. Make January a point of reference, not a one-off move

Rather than treating the Blue Monday as an isolated event, some organizations integrate it into a wider logic of QVCT. This moment then becomes a landmark in the year to recall existing resources and reaffirm the attention paid to well-being at work.

Examples of actions to be implemented:

• Take advantage of this period to recall the listening and support systems available;
• Enter a QVCT time in the HR calendar at the start of the year;
• Share an inspiring initiative led internally or by another organization;
• Launch a collective reflection on the QVCT priorities of the year.

Blue Monday: an opportunity, not a fatality

Far from being “the most depressing Monday of the year,” Blue Monday is a shared story that reflects very real human concerns: the need for meaning, energy, light, and perspectives at work. For HR managers, it is an opportunity to initiate conversations, strengthen QVCT practices, and show a proactive presence at a key moment in the organizational cycle.

Instead of “surviving” Blue Monday, turn it into a starting point for creating more nurturing, more human, and more engaging work environments.