An internal email sent by the HR manager of an Indian startup, YesMadam, surfaced on LinkedIn, sparking widespread outrage over its content, which suggested that employees experiencing workplace stress had been laid off.
The controversial email quickly propels the company—previously relatively unknown beyond metros—into the spotlight, albeit for all the wrong reasons.
The following day, the company issued a clarification, revealing that the email was part of a staged campaign designed to promote awareness about corporate wellness and employee well-being, as well as to introduce a program to help employees “de-stress”.
No employees were terminated, the company claimed.
If the projected act was not enough to cause infuriation, the truth did the trick.
YesMadam, a home salon services provider, found itself at the center of intense scrutiny for its questionable approach to highlighting workplace stress and mental health.
Though the uproar has since settled, it has reignited conversations about brand ethics, corporate wellness, and the fine line between awareness campaigns and insensitive marketing tactics.
What happened at YesMadam?
The controversy erupted when Anushka Dutta, a copywriter at YesMadam, shared a screenshot of an email purportedly sent by the company’s HR department.
The email claimed that following a workplace stress survey, over 100 employees who reported significant stress levels were terminated.
Dutta’s LinkedIn post, expressing disbelief at the decision, read:
What’s happening at YesMadam? First, you conduct a random survey and then fire us overnight because we’re feeling stressed? And not just me—100 other people have been fired too!
Her post gained instant traction, with netizens and industry professionals condemning the startup for its insensitivity.
Shitiz Dogra, Associate Director of Digital Marketing at IndiGo, captured the general sentiment:
Can an organization fire you for being stressed? Looks like it just happened at a startup—YesMadam…terribly stressful and disturbing news
(How YesMadam has trended on Google searches in the last 30 days)
The truth behind the layoffs
Amid mounting backlash, YesMadam issued a statement the following day, clarifying that the email was part of a staged campaign to promote a corporate wellness initiative called Happy 2 Heal.
The company explained that no employees were fired and that the screenshot was fabricated to draw attention to workplace stress and the importance of employee mental health.
YesMadam announced several wellness measures, including a new de-stress leave policy offering six additional paid leaves annually for mental health and on-site spa sessions to help employees unwind.
Dutta also updated her LinkedIn post, revealing that she was part of the campaign’s planning team:
“Yes, the survey did happen, in fact, I volunteered in the survey and was part of the core team which gave birth to the idea of De-Stress Leaves. Moreover, the employees were taken into confidence, and we didn’t send any emails, the screenshot which went viral was a planned move,” she said.
However, the revelation that the campaign was staged only deepened public outrage.
Critics slammed the company for trivializing layoffs—a harsh reality for millions of employees globally—just to promote a wellness initiative.
“It’s astonishingly ironic that a campaign claiming to address workplace stress chose mass layoffs—the most stressful and traumatic experience for any professional—as a shock tactic,” Aparna Mukherjee, head of communication branding and strategic content at Moe’s Art, a Mumbai-based communications agency, told Invezz.
“Layoffs are not just a word or an event; they represent financial uncertainty, emotional distress, and a loss of identity for many,” she said, adding,
By fabricating such a scenario, the campaign trivializes the very real struggles of those who’ve been affected, making their pain feel like a punchline. This isn’t awareness; it’s emotional exploitation, dangerously close to false advertising.
A couple of days later, Mayank Arya, co-founder and CEO of the company issued an impassioned video statement over the episode.
He apologized for the “miscommunication”. However, he stated that through this miscommunicated campaign a “start has been made” around the promotion of mental wellness at work.
“Go ahead…slap us if you want,” he said. “This communication went wrong… but my intentions were right.”
A pattern of shock advertising
The YesMadam episode drew comparisons to other controversial marketing campaigns.
Earlier this year, Indian actress Poonam Pandey staged her death in a campaign to raise awareness about cervical cancer.
The stunt, orchestrated by the digital agency Schbang, faced backlash for being overly dramatic and insensitive, forcing the agency to apologize.
Similarly, YesMadam’s campaign has been accused of exploiting a grave issue—mass layoffs—to generate publicity.
The ethical dilemma: where does one draw the line?
While YesMadam claimed it intended to promote employee wellness, experts argue the method was deeply flawed.
“No sane, decent, conscientious person would indulge in this blatant attempt at lying for the sake of generating shock value. Just like no sane, decent, conscientious person would run naked on the street just for shock value. The only reason why they may still indulge is if they mistakenly thought the ends justified the (any) means,” Karthik Srinivasan, Indian communications strategy consultant and music critic wrote in a blog post.
“What stops anyone from NOT indulging in such blatantly false shock-value tactics in the name of marketing? The reason is rather simple – that it is wrong to mislead people with something false, no matter what the justification,” he added.
Srinivasan also pointed out how the stunt risks the brand’s credibility:
“Sure, a lot more people would be aware of YesMadam’s existence, but why presume that all those who know of YesMadam today would also trust the brand to deliver their services adequately or appropriately?” He added,
Visibility is not equal to consideration. Also, more importantly, consider the route in which all those people are now aware of the brand’s existence: that brand that lied that it fired over 100 people as part of a fake marketing stunt. Not a good introduction, eh?
Founded in 2016 by brothers Aditya and Mayank Arya, YesMadam currently operates in over 55 Indian cities. The company reported a revenue of ₹45 crore in FY24 and aims to hit ₹100 crore this year.
Source: Inc42, YesMadam
Marketing strategies built around creating shock value, commonly referred to as “shockvertising,” have been a staple of advertising for decades.
This method, known for its audacious and boundary-pushing nature, is frequently used by brands to craft campaigns that grab attention and spark conversation.
Shock marketing isn’t solely about courting controversy; it often taps into deeper societal and cultural issues, positioning brands as relevant and prominent voices in public discourse.
What, then, sets apart a “good” shock campaign from an inappropriate one? More importantly, where does one draw the line?
“The line on using marketing gimmicks just can’t be drawn. Do understand that marketing itself is a gimmick, and to that extent, there are people who push the envelope a bit too far to be in the limelight,” Harish Bijoor, brand expert, and founder, Harish Bijoor Consults, told Invezz.
“The key idea seems to be that all publicity is good. Good publicity is not necessarily the only publicity to get, bad publicity is equally good. Who would have otherwise heard of little-known names that have used crazy ways of reaching a consumer’s mind, mood, sentiment, all together?” Bijoor said.
However, Bijoor acknowledged that the YesMadam example is a double-edged sword.
I believe that it cuts into the brand ethos of the entity responsible for this more than any publicity the company might have gained.
Meanwhile, Mukherjee added:
Layoffs aren’t a marketing gimmick; they’re a life-altering reality. Campaigns like this don’t raise awareness; they erode trust, trivialize genuine issues, and make a mockery of the very people they claim to support.
Workplace stress and mental health in India
The controversy also shed light on India’s corporate wellness landscape.
While conversations around workplace mental health have gained momentum, significant gaps remain in addressing the issue.
A tragic incident in July underscored this reality. A 26-year-old Ernst & Young employee in India reportedly succumbed to overwhelming work pressure, sparking widespread concern.
EY refuted the claims, but the incident highlighted the growing toll of workplace stress.
According to ICICI Lombard’s India Wellness Index 2024, there has been an 11% decline in access to mental health support services for corporate employees and an 8% decline in awareness of effective coping mechanisms.
Source: ICICI Lombard
Esha Pahuja Verma, a senior psychologist at Trijog- a Mumbai-based organization providing adult counseling, child counseling, and corporate well-being solutions, said that while YesMadam’s intent to spread awareness about corporate wellness may have stemmed from a positive place, the drastic approach can increase stress levels and anxiety, particularly in workplaces with high-pressure environments where employees are already unable to manage their emotional well being.
Pahuja told Invezz:
Additionally, these methods can create an environment of mistrust and insecurity within the organization. Trust is a critical component of workplace wellness, and such actions risk creating a counterproductive atmosphere of fear and skepticism.
Pahuja said that presently, the corporate wellness setup is on a positive incline wherein many companies and leaders are adopting measures to destigmatize mental health concerns and also providing progressive means like EAP platforms.
These platforms incorporate different aspects of wellness like counseling support, physical health, legal and financial aid, learning and development, etc.
However, significant gaps remain due to stigma, lack of awareness, and insufficient resources, often leading to severe consequences like anxiety, depression, strained relationships, and, in extreme cases, self-harm or substance abuse, she said.
Building a culture of wellness
Experts agree that fostering a healthy workplace culture requires more than attention-grabbing campaigns.
Pahuja Verma emphasized the importance of transparent and empathetic communication to foster psychological safety, enabling employees to voice concerns and trust leadership for support.
She highlighted the need for leaders trained in empathetic communication and emotional first aid.
Flexible work policies, a performance-based approach, constructive feedback, and learning opportunities can help employees recharge and manage work more effectively.
Sensitivity and compassion in addressing mental health are essential, she concluded.
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