Mental Health and Wellbeing in the Workplace

To celebrate World Mental Health Day, we’ve asked our expert authors some questions about how we can improve mental health and wellbeing in the workplace. This is what they said.

In your opinion, what are the most common signs that an employee’s mental health may be suffering due to workplace stress?

Petra Velzeboer: Everyone is different, however, common signs can be the inability to switch off after work, trouble sleeping or focusing, caused by the individual’s nervous system constantly being in a place of high alert. When we’re in survival mode, it’s hard to be creative and, over time, staying stuck in this state without releasing the build-up of stress in our body can lead to physical health issues or burnout.

Mark Price: There are several common signs that an employee's mental health may be suffering due to workplace stress, the first being a decline in performance. Missing deadlines or experiencing reduced productivity can be signs that the person is overwhelmed or struggling to cope with stress. Frequent sick days are common as stress can manifest into physical symptoms, leading employees to take more time off. Withdrawal from colleagues and a reduction in socializing at work is another indicator.

Ryan Hopkins: Most of the time, you won’t. I had bulimia for eight years and never told anyone apart from my mum. How do you find out? If someone trusts you and you ask how they are, they’ll tell you when they are ready if they’re struggling.

Thomas Duncan Bell: The most common issues that are flagged within businesses are when employees’ productivity starts to decline or they tend to have more time off. The challenge here is that employees are often reprimanded or pushed to perform, and this leads to a spiral of self-destructive thinking, or burnout. While it’s important that we as individuals deliver on our role, it’s far healthier to approach the situation with a supportive mindset as a leader.

How can employers create a culture that genuinely prioritizes mental health?

Shauna Moran: Employers need to start by understanding how their workplace either contributes to or mitigates stress. The key isn't to treat wellbeing as an add-on or solution to fix problems after the fact; it’s the outcome of creating a low-stress environment. When organizations identify the root causes of burnout and make a collective commitment to address them, they shift from reactive to proactive and can create lasting, meaningful change.

Petra Velzeboer: Employers must go beyond benefits and perks. This includes the type of support given by your manager, overall transparency in leadership and things like having flexibility and autonomy in your working day. It’s also about thinking about workload, meeting culture, how included or connected people feel and whether they can push back and create boundaries to preserve their mental health.

Mark Price: Managers should openly discuss mental health to show employees that it's a valid and important topic. Sharing personal experiences, when appropriate, can also reduce stigma. In turn, managers should be educated about mental health and how to approach employees sensitively if they notice any concerning behaviours.

Thomas Duncan Bell: Ultimately, companies still think a few team-building days or an app is going to solve their problem. But let’s face it, this is not a very personal of humanizing strategy. If companies genuinely want to see a shift in the narrative, then leaders need to be vulnerable. Roll your sleeves up and show your people that you’re not just dictating or delegating, you’re willing to get in the trench with them and have their back.

What should managers do if they notice signs of mental health struggles in their team members?

Shauna Moran: The most important thing is to approach the situation with empathy, curiosity and support, not judgement. Open the conversation by expressing concern in a non-intrusive way. It is essential to create a safe space where team members feel they can share without fear of being labelled or penalized. From there, managers can offer resources or simply a listening ear. The goal is to show that their wellbeing matters more than productivity at that moment.

Petra Velzeboer: It’s important to normalize conversations about wellbeing, performance and mental health at work with everybody, not just those you perceive to be struggling. The highest performer may be the one going through a divorce, the loudest person at the party may be feeling depressed or suicidal and of course, someone withdrawing or showing unusual behaviours may also be of concern. It's not a manager’s responsibility to fix what’s going on but it is their responsibility to check in on their people and point them in the direction of support if useful.

Thomas Duncan Bell: Ultimately, while you can’t force an issue, you must be willing to ask the hard questions. It’s simple to ask someone if they are ok or if they’re struggling, but it’s far harder to listen to what they have to say. If you’re wondering how someone is doing then ask them; ask them what would make their life easier and what they need to be able to fulfil their potential. Very often leaders fail to just simply ask what they can do. You might find that, if you ask, then you’ll get some answers, and you can action support.

How can employees advocate for their mental health needs without fear of stigma or negative repercussions at work?

Petra Velzeboer: Unfortunately, we cannot guarantee that there won’t be repercussions to open discussions about mental health because we continue to live in a society that stigmatizes poor mental health, blames the individual and behaves in ignorance and fear. However, it is important to open up and get support, so start by finding out from your HR team what’s on offer to you at work.

Ryan Hopkins: This is a tough one. For years I didn’t tell anyone when I was struggling. It is your story and there is no cookie cutter approach to sharing here. Maybe you want to tell one part of it, see how that goes, and then maybe another bit when you are comfortable. You’d be surprised how willing and ready people are to support; but unless you tell them, it is going to be tough for them to help. This is never easy, but you’ll be glad you did.

Thomas Duncan Bell: I feel one of the most effective ways for employees to be open is to have Employee Resource Groups, whether that be based on cultural needs, intersectionality or disability. This will give your employees the tools to help themselves, and if you can, then throw a bit of budget their way to build a sustainable approach to change. These groups, when supported by leadership, could be the catalyst for a much wider level of productivity.

What advice would you give to someone who feels overwhelmed but is hesitant to seek help in the workplace?

Shauna Moran: My advice is to frame the conversation around performance and wellbeing. By aligning your needs with your desire to succeed, you shift the conversation from a personal issue to a professional one. A supportive work culture will respect that transparency and respond with accommodations rather than stigma.

Petra Velzeboer: It’s normal to feel nervous about accessing support at work, as not all workplaces will be able to do that in a useful way. If you have a good relationship with your manager, you might start there and try to collaborate on ways to access support and move forward. If you’re unsure if your workplace will be sympathetic, why not see if you have an anonymous helpline that can match you to counselling, talk to a trusted friend outside of work or speak to your doctor.

Ryan Hopkins: You’re not in the minority, rather the majority here. Unless you speak up, things are unlikely to change. As tough as it is, a conversation today is better than weeks, months or years of struggle in silence. You got this!

What changes would you like to see in workplace policies and attitudes towards mental health over the next five years?

Shauna Moran: Over the next five years, I’d love to see workplace wellbeing prioritized at the same level as productivity. I envision a future where leadership leads by example, demonstrating healthy boundaries, promoting transparency around stress and prioritizing wellbeing in their day-to-day actions.

Petra Velzeboer: I’d like workplaces to understand that sustaining performance long term is directly linked to the wellbeing of their workforce. Wellbeing needs a re-brand, moving away from a what-to-do-in-a-crisis model or a flowery idea of bubble baths and chill time and into one of nurturing potential.

Ryan Hopkins: I would love to see better measurement and analysis given to wellbeing at work. When we measure, mental health and wellbeing will cease to be only discussed or considered during sporadic awareness days and will become a business priority; enabling us to shift away from bikes, bananas and one-off events to creating a future of work where we can be happy, healthy and ultimately more productive.

Thomas Duncan Bell: I would like to see less of the mental health first aid check box exercises and a steer towards peer-to-peer support, which is massively more effective. I’d like every individual within businesses to recognize that they might just be able to change the life of one person they work with if they connect on a more human level.