presentations on mental health in the workplace

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Mental Health in the Workplace

Mental Health Disorders and Stress Affect Working-Age Americans

This issue brief is available for download [PDF – 2 MB]

Mental health disorders are among the most burdensome health concerns in the United States. Nearly 1 in 5 US adults aged 18 or older (18.3% or 44.7 million people) reported any mental illness in 2016.2 In addition, 71% of adults reported at least one symptom of stress, such as a headache or feeling overwhelmed or anxious. 4

Many people with mental health disorders also need care for other physical health conditions, including heart disease, diabetes, respiratory illness, and disorders that affect muscles, bones, and joints. 5–8 The costs for treating people with both mental health disorders and other physical conditions are 2 to 3 times higher than for those without co-occurring illnesses. 9 By combining medical and behavioral health care services, the United States could save $37.6 billion to $67.8 billion a year. 9

About 63% of Americans are part of the US labor force.10 The workplace can be a key location for activities designed to improve well-being among adults. Workplace wellness programs can identify those at risk and connect them to treatment and put in place supports to help people reduce and manage stress. By addressing mental health issues in the workplace, employers can reduce health care costs for their businesses and employees.

Mental Health Issues Affect Businesses and Their Employees

Poor mental health and stress can negatively affect employee:

• Job performance and productivity.
• Engagement with one’s work.
• Communication with coworkers.
• Physical capability and daily functioning.

Mental illnesses such as depression are associated with higher rates of disability and unemployment.

• Depression interferes with a person’s ability to complete physical job tasks about 20% of the time and reduces cognitive performance about 35% of the time. 11
• Only 57% of employees who report moderate depression and 40% of those who report severe depression receive treatment to control depression symptoms. 12

Even after taking other health risks—like smoking and obesity—into account, employees at high risk of depression had the highest health care costs during the 3 years after an initial health risk assessment. 13,14

Employers Can PROMOTE Awareness About the Importance of Mental Health and Stress Management

Workplace health promotion programs have proven to be successful, especially when they combine mental and physical health interventions.

The workplace is an optimal setting to create a culture of health because:

• Communication structures are already in place.
• Programs and policies come from one central team.
• Social support networks are available.
• Employers can offer incentives to reinforce healthy behaviors.
• Employers can use data to track progress and measure the effects.

Action steps employers can take include:

• Make mental health self-assessment tools available to all employees.
• Offer free or subsidized clinical screenings for depression from a qualified mental health professional, followed by directed feedback and clinical referral when appropriate.
• Offer health insurance with no or low out-of-pocket costs for depression medications and mental health counseling.
• Provide free or subsidized lifestyle coaching, counseling, or self-management programs.
• Distribute materials, such as brochures, fliers, and videos, to all employees about the signs and symptoms of poor mental health and opportunities for treatment.
• Host seminars or workshops that address depression and stress management techniques, like mindfulness, breathing exercises, and meditation, to help employees reduce anxiety and stress and improve focus and motivation.
• Create and maintain dedicated, quiet spaces for relaxation activities.
• Provide managers with training to help them recognize the signs and symptoms of stress and depression in team members and encourage them to seek help from qualified mental health professionals.
• Give employees opportunities to participate in decisions about issues that affect job stress.

Success Stories

Many Businesses PROVIDE Employees With Resources to Improve Mental Health and Stress Management

Prudential Financial 15

• Monitors the effect of supervisors on worker well-being, especially when supervisors change.
• Conducts ongoing, anonymous surveys to learn about attitudes toward managers, senior executives, and the company as a whole.
• Normalizes discussion of mental health by having senior leadership share personal stories in video messages.

TiER1 Performance Solutions 16

• Focuses on six key health issues: depression, anxiety, obsessive-compulsive disorder, schizophrenia, bipolar disorder, and addictions as part of its Start the Conversation about Mental Illness awareness campaign.
• Provides resources to assess risk, find information, and get help or support using multiple formats to increase visibility and engagement. For example, information is provided as infographics, e-mails, weekly table tents with reflections and challenges, and videos (educational and storytelling).

Beehive PR 17

• Maintains the “InZone,” a dedicated quiet room that is not connected to a wireless internet signal, which gives employees a place to recharge.
• Combines professional and personal growth opportunities through goal-setting, one-on-one coaching, development sessions, and biannual retreats.

Tripler Army Medical Center 18

• Requires resiliency training to reduce burnout and increase skills in empathy and compassion for staff members who are in caregiver roles. Training sessions mix classroom-style lectures, role-playing, yoga, and improvisational comedy to touch on multiple learning styles.

Certified Angus Beef 19

• Provides free wellness consultations by an on-site clinical psychologist. Employees do not have to take leave to access these services.
• Holds lunchtime learning sessions to reduce stigma about mental health and the services available to employees.
• Offers quarterly guided imagery relaxation sessions to teach stress management strategies.

Houston Texans 20

• Provides comprehensive and integrated physical, mental, and behavioral health insurance coverage, including round-the-clock access to employee assistance program (EAP) services.
• Extends EAP access to anyone living in an employee’s home, with dedicated programming for those who are caring for children or elderly parents.

What Can Be Done?

Strategies for Managing Mental Health and Stress in the Workplace

Health care providers can:

• Ask patients about any depression or anxiety and recommend screenings, treatment, and services as appropriate.
• Include clinical psychologists, social workers, physical and occupational therapists, and other allied health professionals as part of core treatment teams to provide comprehensive, holistic care.

Public health researchers can:

• Develop a “how-to” guide to help in the design, implementation, and evaluation of workplace health programs that address mental health and stress issues.
• Create a mental health scorecard that employers can use to assess their workplace environment and identify areas for intervention.
• Develop a recognition program that rewards employers who demonstrate evidence-based improvements in metrics of mental health and well-being and measurable business results.
• Establish training programs in partnership with business schools to teach leaders how to build and sustain a mentally healthy workforce.

Community leaders and businesses can:

• Promote mental health and stress management educational programs to working adults through public health departments, parks and recreational agencies, and community centers.
• Support community programs that indirectly reduce risks, for example, by increasing access to affordable housing, opportunities for physical activity (like sidewalks and trails), tools to promote financial well-being, and safe and tobacco-free neighborhoods.
• Create a system that employees, employers, and health care providers can use to find community-based programs (for example, at churches and community centers) that address mental health and stress management.

Federal and state governments can:

• Provide tool kits and materials for organizations and employers delivering mental health and stress management education.
• Provide courses, guidance, and decision-making tools to help people manage their mental health and well-being.
• Collect data on workers’ well-being and conduct prevention and biomedical research to guide ongoing public health innovations.
• Promote strategies designed to reach people in underserved communities, such as the use of community health workers to help patients access mental health and substance abuse prevention services from local community groups (for example, churches and community centers).

Employees can:

• Encourage employers to offer mental health and stress management education and programs that meet their needs and interests, if they are not already in place.
• Participate in employer-sponsored programs and activities to learn skills and get the support they need to improve their mental health.
• Serve as dedicated wellness champions and participate in trainings on topics such as financial planning and how to manage unacceptable behaviors and attitudes in the workplace as a way to help others, when appropriate.
• Share personal experiences with others to help reduce stigma, when appropriate.
• Be open-minded about the experiences and feelings of colleagues. Respond with empathy, offer peer support, and encourage others to seek help.
• Adopt behaviors that promote stress management and mental health.
• Eat healthy, well-balanced meals, exercise regularly, and get 7 to 8 hours of sleep a night.
• Take part in activities that promote stress management and relaxation, such as yoga, meditation, mindfulness, or tai chi.
• Build and nurture real-life, face-to-face social connections.
• Take the time to reflect on positive experiences and express happiness and gratitude.
• Set and work toward personal, wellness, and work-related goals and ask for help when it is needed.

Any mental illness is defined as having any mental, behavioral, or emotional disorder in the past year that met Diagnostic and Statistical Manual of Mental Disorders IV (DSM-IV) criteria (excluding developmental disorders and substance use disorders). Mental illness can vary in impact, ranging from no impairment to mild, moderate, and even severe impairment.

Mindfulness is a psychological state of moment-to-moment awareness of your current state without feeling inward judgement about your situation. Mindfulness can be achieved through practices foster control and develop skills such as calmness and concentration.

Self-management is a collaborative, interactive, and ongoing process that involves educators and people with health problems. The educator provides program participants with the information, problem-solving skills, and tools they need to successfully manage their health problems, avoid complications, make informed decisions, and engage in healthy behaviors. These programs can be provided in person, over the phone, or online.

• Substance Abuse and Mental Health Services Administration. Behavioral Health Spending & Use Accounts, 1986-2014. Rockville, MD: Substance Abuse and Mental Health Services Administration; 2016. HHS publication SMA-16-4975.
• National Institute of Mental Health. Mental illness website. https://www.nimh.nih.gov/health/statistics/mental-illness.shtml . Accessed March 29, 2018.
• Centers for Disease Control and Prevention. Data table for Figure 16. Health care visits in the past 12 months among children aged 2-17 and adults aged 18 and over, by age and provider type: United States, 1997, 2006, and 2015. https://www.cdc.gov/nchs/data/hus/2016/fig16.pdf [PDF – 898 KB] . Accessed July 3, 2018.
• American Psychological Association. Stress in America: Coping with Change, Part 1. Washington, DC: American Psychological Association; 2017.
• Merikangas KR, Ames M, Cui L, Ustun TB, Von Korff M, Kessler RC. The impact of comorbidity of mental and physical conditions on role disability in the US adult household population. Arch Gen Psychiatry . 2007;64(10):1180–1188.
• Scott KM, Lim C, Al-Hamzawi A, et al. Association of mental disorders with subsequent chronic physical conditions: work mental health surveys from 17 countries. JAMA Psychiatry . 2016;73(2):150–158.
• Glassman AH. Depression and cardiovascular comorbidity. Dialogues Clin Neurosci . 2007;9(1):9–17.
• Luppino FS, de Wit LM, Bouvy PF, et al. Overweight, obesity, and depression: a systematic review and meta-analysis of longitudinal studies. Arch Gen Psychiatry . 2010;67(3):220–229.
• Melek SP, Norris DT, Paulus J, Matthews K, Weaver A, Davenport S. Potential Economic Impact of Integrated Medical-Behavioral Healthcare: Updated Projections for 2017. Milliman Research Report. Seattle, WA: Milliman, Inc.; 2018.
• US Department of Labor, Bureau of Labor Statistics. Databases, Tables & Calculators by Subject website. Labor force statistics from the Current Population Survey. https://data.bls.gov/timeseries/LNS11300000 . Accessed July 3, 2018.
• Lerner D, Henke RM. What does research tell us about depression, job performance, and work productivity? J Occup Environ Med . 2008;50(4):401–410.
• Dewa CS, Thompson AH, Jacobs P. The association of treatment of depressive episodes and work productivity. Can J Psychiatry . 2011;56(12):743–750.
• Goetzel RZ, Anderson DR, Whitmer RW, et al; Health Enhancement Research Organization (HERO) Research Committee. The relationship between modifiable health risks and health care expenditures: an analysis of the multi-employer HERO health risk and cost database. J Occup Environ Med . 1998;40(10):843–854.
• Goetzel RZ, Pei X, Tabrizi MJ, et al. Ten modifiable health risk factors are linked to more than one-fifth of employer-employee health care spending. Health Aff . 2012;31(11):2474–2484.
• American Psychological Association, Center for Organizational Excellence. The Awards website. Prudential Financial. http://www.apaexcellence.org/awards/organizational-excellence/oea2017 . Accessed July 3, 2018.
• American Psychiatric Association, Center for Workplace Mental Health. The Awards website. TiER1 Performance Solutions. http://workplacementalhealth.org/Case-Studies/Tier1PerformanceSolutions . Accessed July 3, 2018.
• American Psychological Association, Center for Organizational Excellence. The Awards website. Beehive PR. http://www.apaexcellence.org/awards/national/winner/54 . Accessed July 3, 2018.
• American Psychological Association, Center for Organizational Excellence. The Awards website. Resiliency Training. http://www.apaexcellence.org/awards/bphonors/winner/99 . Accessed July 3, 2018.
• American Psychological Association, Center for Organizational Excellence. The Awards website. Setting the Bar for Emotional Wellness. http://www.apaexcellence.org/awards/bphonors/winner/86 . Accessed July 3, 2018.
• American Psychiatric Association, Center for Workplace Mental Health. Case Study website. Houston Texans. http://workplacementalhealth.org/Case-Studies/Houston-Texans . Accessed July 3, 2018.

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It’s a New Era for Mental Health at Work

• Kelly Greenwood

Research on how the past 18 months have affected U.S. employees — and how companies should respond.

In 2019, employers were just starting to grasp the prevalence of mental health challenges at work, the need to address stigma, and the emerging link to diversity, equity, and inclusion (DEI). One silver lining amid all the disruption and trauma over the last two years is the normalization of these challenges. In a follow-up study of their 2019 Mental Health at Work Report, Mind Share Partners’ 2021 Mental Health at Work Report, the authors offer a rare comparison of the state of mental health, stigma, and work culture in U.S. workplaces before and during the pandemic. They also present a summary of what they learned and their recommendations for what employers need to do to support their employees’ mental health.

When we published our research on workplace mental health in October 2019, we never could have predicted how much our lives would soon be upended by the Covid-19 pandemic. Then the murders of George Floyd and other Black Americans by the police; the rise in violence against Asian Americans and Pacific Islanders (AAPIs); wildfires; political unrest; and other major stressors unfolded in quick succession, compounding the damage to our collective mental health.

• Kelly Greenwood is the Founder and CEO of Mind Share Partners , a national nonprofit changing the culture of workplace mental health so both employees and organizations can thrive. Through movement building , custom training, and strategic advising, it normalizes mental health challenges and promotes sustainable ways of working to create a mentally healthy workforce. Follow her on LinkedIn and subscribe to her monthly newsletter.
• Julia Anas is the chief people officer at Qualtrics, the world’s #1 Experience Management (XM) provider and creator of the XM category. At Qualtrics, she is responsible for building a talented and diverse organization and driving employee development as well as organizational design, talent, and succession planning.

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Mental health in the workplace: Importance, challenges & strategies

Increased openness around mental health in the workplace is a hugely welcome development. But despite more awareness, the cost of mental health problems in the workplace continues to rise. So how can organizations address the underlying issues? We take a look.

Mental health at work is taking on even more significance for company culture post-pandemic.

According to a Mind Share Partners study , 78% of Millennials and 81% of Gen-Z workers have given up jobs for reasons relating to their mental health, while a huge majority (91%) believe that employers have a responsibility to support the mental health of their workers.

Meanwhile, a McKinsey study uncovered what it calls a disconnect between employers and employees when it comes to mental health. For example, it found that while 71% of employers of frontline workers said they were effectively supporting their teams’ mental health, only 27% of those workers agreed.

Learn how global HR leaders build company culture

Download these 6 expert tips to discover the link between employee engagement and company culture.

Why is mental health in the workplace important?

Safeguarding the mental health of employees is a vital ingredient in a positive workplace culture. But it’s also an enormous financial issue because of its impact on productivity, sickness absence and turnover. According to Deloitte, the cost of poor mental health to UK employers has leapt by 25% since 2019 , hitting £56bn in 2020-2021.

Part of this may be down to the burnout some employees have experienced, especially at the height of the pandemic. Changing ways of working, while largely welcomed by employees, may be playing a part too. Whatever the underlying issues, mental health needs greater attention from business leaders and employers if the price is not to get even higher. The good news is that this attention can pay off: another Deloitte report points out that, with one in six workers experiencing a mental health problem at some point in their careers, employers who invest in mental health support and understanding can benefit from a return on investment of around 500 to 1.

Mental health and working from home

Even before Covid-19, businesses were beginning to rethink how and where their employees work. Measures to counter the pandemic massively accelerated this process, making home the workplace for millions of people. But while working remotely has brought flexibility, more choice and greater technological innovation, some people haven’t found the experience entirely positive.

According to a poll by the Royal Society for Public Health (RSPH) , while most people don’t want to return to office-based work full time, 74% say they want to split their time between the office and home working, rather than continue to work fully remotely.

So, while it’s a big plus for many employees, working remotely can bring challenges, which leaders need to recognize and take steps to overcome:

Disconnection

The RSPH survey showed that 67% of workers felt more disconnected from colleagues when working from home.

Workers reported being more sedentary (46%), problems with posture and back pain (39%) and sleep disturbance (46%). Alarmingly, one in four people working from home said they were working on a sofa or in a bedroom.

Boundary blur

It’s now well documented that remote and hybrid workers can find themselves unable to switch off at the end of the working day. Rather than improving work-life balance , flexibility around working hours can make people feel that they always need to be available, leading to burnout.

Common workplace mental health issues

Anxiety, stress and depression are the most common types of mental health issues in the workplace. These have taken on new significance with pressure to return to pre-pandemic efficiency, difficulty in managing work/life balance, loss of feelings of belonging and worries about the cost of living all having potential negative impacts on mental wellbeing. This can lead to:

Loss of personal productivity

Reluctance to advance, or slower career progress

Discouragement and feelings of isolation

Irritability

Lack of focus

For teams and the business as a whole, mental health difficulties can mean:

More tension between colleagues

Lack of support for company culture and goals

Inflexibility

Bullying and psychological harassment

Gradual falling away of creativity, innovation and overall productivity

If leaders don’t place enough focus on mental health, these problems can get worse. Employees may be reluctant to talk about their feelings openly, fearing judgement or discrimination. This can lead to missed opportunities to get help, and escalation towards further health problems associated with stress and depression, such as heart disease and diabetes. Overall, according to Forbes , 62% of all missed workdays per year can be attributed to a mental health condition.

But despite the cost of mental health problems in the workplace, according to the RSPH survey, only a third of those surveyed had been offered mental health support from their employers.

Strategies for managing mental health in the workplace

As business leaders begin to take on board the importance of mental health in their workforces, there are several positive steps which will deliver significant return on investment. Managers and employers need to:

Create a culture of support

Talking about mental health is crucial in creating a supportive culture. Leaders should make sure everyone in the organization is committed to supporting mental health in the workplace. This can include normalizing conversations around mental wellbeing, reducing stigma around mental illness and getting issues out into the open as quickly as possible. Involving employees in decision making and being open and transparent will help people feel involved, in control, and more focused and relaxed about their work.

Raise awareness of the signs

Make sure everyone knows what the signs of stress, anxiety and burnout look like, and work on tips to help colleagues recognize and manage problems. Also make sure people are educated about less common mental health issues, like schizophrenia and bipolar disorder.

Lead by example

Show that you’re looking after your own mental health by setting boundaries between work and home, being conscious of stress management, taking holidays and living healthy.

Reinforce a healthy work/life balance

Make sure all employees, including remote workers, understand how to separate working hours from their personal time. Introduce ‘meeting-free’ hours, and designated times to be offline during the working week.

Hold smaller meetings more often

Holding smaller, shorter meetings more regularly allows people to engage more often, and feel that their contributions are valued. Include plenty of one-to-one catch-ups between managers and employees, and build social interaction into working hours, physically or virtually. Think coffee breaks, happy hours and social evenings to create positive emotional connections.

Measure mental health

Anonymous surveys and regular chats can help to monitor individual and overall mental wellbeing across the business.

Insist on holidays

Everyone needs a break. Workers should be encouraged to take all their holiday entitlement, and holidays planned in and supported so other staff aren’t overworked while their colleagues are away.

Offer training and development support

Seminars, training, mentoring and upskilling opportunities will reassure people that their careers are on track, as well as showing the organization cares for each member of the team.

Integrate mental health into company insurance and benefits policies

Mental health should be clearly signposted in company policy, insurances and benefits packages. Successful companies will offer counseling and appropriate therapy as part of a comprehensive team benefits package.

Show recognition and gratitude

Validation boosts a sense of belonging, which is now widely recognized as fundamental to mental health. Acknowledging individual contributions, rewarding success and showing gratitude will lead to greater self-esteem, and build feelings of connection to managers, co-workers and the business as a whole.

Encourage healthy habits

Supporting – and even contributing financially – to healthy eating, allowing time for daily exercise, and offering subsidized gym memberships, mindfulness sessions, etc., will foster a healthier lifestyle among employees. Organizations could also introduce ‘mental health days’, encouraging people to use them for outdoor activities, meditation and pursuing creative hobbies.

How technology can boost mental health in the workplace

Mental health apps

Mental health apps can offer tips and advice, as well as measuring and monitoring the signs of negative mental health. But apps can also help indirectly too, by providing learning and upskilling, and helping with time management.

Giving access to these tools will show support for the holistic wellbeing of the team, and empower people to manage their work/life balance, as well as reduce stress and anxiety.

The Metaverse

Many people are already starting to realize the possibilities of the metaverse , entering virtual worlds using virtual and augmented reality headsets, immersing themselves in gaming and experiencing the wonders of virtual travel. But this is just the start – in the future, the metaverse will create fully immersive virtual offices where people can feel as if they’re in the same room even when they’re miles away from their colleagues.

This will help forge deeper connections and feelings of belonging, as well as offering incredible potential for learning and upskilling, and increasing the feelings of belonging so essential for good mental health.

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Written Document on Workplace Well‑Being

We can build workplaces that are engines of well-being, showing workers that they matter, that their work matters, and that they have the workplace resources and support necessary to flourish.

This 30-page Surgeon General’s Framework for Workplace Mental Health and Well-Being offers a foundation that workplaces can build upon. Download the document PDF or continue scrolling to learn more.

The Surgeon General’s Framework for Workplace Mental Health and Well‑Being

Centered on the worker’s voice and equity, these Five Essentials support workplaces as engines of well-being. Each essential is grounded in two human needs, shared across industries and roles. Creating a plan to enact these practices can help strengthen the essentials of workplace well‑being.

Explore the Framework

The first Essential of this Framework is Protection from Harm . Creating the conditions for physical and psychological safety is a critical foundation for ensuring workplace mental health and well-being. This Essential rests on two human needs: safety and security .

Safety is protecting all workers from physical and non-physical harm, including injury, illness, discrimination, bullying, and harassment.

Security is ensuring all workers feel secure financially and in their job future.

*Diversity, equity, inclusion and accessibility

The second Essential of the Framework is Connection and Community . Fostering positive social interactions and relationships in the workplace supports worker well-being. This Essential rests on two human needs: social support and belonging .

Social Support is having the networks and relationships that can offer physical and psychological help, and can mitigate feelings of loneliness and isolation.

Belonging is the feeling of being an accepted member of a group.

The third Essential of this Framework is Work-Life Harmony . Professional and personal roles can together create work and non-work conflicts. The ability to integrate work and non-work demands, for all workers, rests on the human needs of autonomy and flexibility .

Autonomy is how much control a worker has over when, where, and how they do their work.

Flexibility is ability of workers to work when and where is best for them.

The fourth Essential of the Framework is Mattering at Work . People want to know that they matter to those around them and that their work matters. Knowing you matter has been shown to lower stress, while feeling like you do not can raise the risk for depression. This Essential rests on the human needs of dignity and meaning .

Dignity is the sense of being respected and valued.

Meaning in the workplace can refer to the sense of broader purpose and significance of one’s work.

The final Essential of this Framework is Opportunity for Growth . When organizations create more opportunities for workers to accomplish goals based on their skills and growth, workers become more optimistic about their abilities and more enthusiastic about contributing to the organization. This Essential rests on the human needs of learning and a sense of accomplishment .

Learning is the process of acquiring new skills and knowledge in the workplace.

Accomplishment is the outcome of meeting goals and having an impact.

Conclusion & Next Steps

The Surgeon General’s Framework for Workplace Mental Health and Well-Being emphasizes the connection between the well-being of workers and the health of organizations. It offers a foundation and resources that can be used by workplaces of any size, across any industry. Sustainable change must be driven by committed leaders in continuous collaboration with the valued workers who power each workplace. The most important asset in any organization is its people. By choosing to center their voices, we can ensure that everyone has a platform to thrive.

Resources for Supporting Workplace Well‑Being

Visit our resources page to find more information about how to implement the framework in your workplace.

Key Downloads

Essentials for Workplace Mental Health and Well-Being Graphic

This graphic communicates the Five Essentials for Workplace Mental Health and Well-Being and their respective human needs and components, shared across industries and roles.

Workplace Mental Health and Well-Being Reflection Questions Deck

This is a deck of questions to help leaders reflect on their workplaces and start designing organizational policy and culture around the Five Essentials for Workplace Mental Health & Well-Being.

• Tool Box Talk

A Tool Box Talk is a great way to deliver information on mental health and start conversations in your workplace. This is a complete presentation, including videos, that you can use for free.

A Tool Box Talk is a great way to deliver information on mental health, raise awareness, help staff to support each other and get conversations started. Building Mental Health have produced this one that you can download for free as a PowerPoint file.

It’s a fully planned presentation session, including facts, activities, embedded videos and detailed notes to help you get the most from it and adapt it to your needs.

Brought to you by:

Building Mental Health

Building Mental Health pulls together thinking and best practice around mental health in the construction industry.

Also in this toolkit

Construction can be a high-pressure industry, and employers are realising that staff mental health is a priority. Building Mental Health can show you where to start.

• Building Mental Health Charter
• Construction Industry Helpline app
• Construction Industry Helpline packs
• Suicide prevention training from the Zero Suicide Alliance
• View 5 more resources in this toolkit

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Mental Health, HR and the Workplace

SHRM research finds a gap between employees’ and leaders’ perceptions of how mentally healthy workplaces are

It’s an especially unfortunate double whammy for employers: Significant swaths of U.S. workers suffer from mental health problems, and most of them don’t know about the benefits employers have provided to help them address their issues, according to SHRM research.

Untreated mental health conditions can cause significant and expensive problems. Twenty percent of adults have a mental health problem , according to the Centers for Disease Control and Prevention. Meanwhile, untreated mental health issues can cost an organization $60,000 annually. That’s up to $105 billion a year nationwide , according to the Center for Prevention and Health Services.

There are steps employers can take to improve mental health across the board—starting with acknowledging and changing the cultures that create burnout.

Burnout Can Spread Like Wildfire

Unalleviated mental health issues pose significant risks for employers’ bottom lines because experts say that individuals with mental health challenges tend to be less productive, unmotivated and more likely to seek new employment.

For example, nearly 45 percent of workers said they are burned out from their jobs. They are nearly three times more likely to be actively searching for another job than those who aren’t depleted, according to SHRM’s Employee Mental Health in 2024 Research Series, which surveyed about 1,400 workers online earlier this year. Only 40 percent of burned-out workers go beyond expectations in their roles, compared to 56 percent of those who don’t feel used up from their jobs.  

It’s difficult for burned-out workers to overcome such feelings, says Daroon Jalil, a senior researcher at SHRM who conducted the study and holds a doctorate in industrial and organizational psychology. She says that’s why it is important to address mental health issues before they become acute. Almost one-third of employees (33 percent) said their jobs often cause stress. Major stresses include workload, compensation, nature of their jobs, poor management and understaffing.

“Workers who are stressed are not bringing their best selves to work, nor are they working to their full potential or pushing themselves,” Jalil says. “How these workers who are burned out approach their work can spill over to their team members, as well—co-workers may have to pick up extra work, which can potentially foster some resentment in a team.”

Talk Up Benefits All Year

Jalil says no job can be completely stress-free, though some taxing aspects can be more easily alleviated than others.

“You can’t really change the nature of the work, but the workload, leadership and understaffing are definitely within control of the organization,” Jalil says.

For example, employers can redesign jobs or better delegate responsibilities to reduce workloads, decreasing some stress. Employers could also offer more time off and flexible schedules—two benefits workers cited in the survey as perks that would help their mental health.

Employees are not taking full advantage of the benefits already being provided. Nearly 70 percent of U.S. workers said they are unaware (32 percent) or only somewhat aware (35 percent) of the available resources. Meanwhile, 50 percent said they do not feel comfortable using or asking about mental health benefits.

Jalil says workers who are often inundated with materials from their employers may not know where to find information about mental health benefits. Moreover, stressed or burned-out employees may lack the energy or enthusiasm to seek what they need. However, she adds that employers must be more intentional about highlighting the benefits and not just discussing them during open enrollment periods.

“Maybe there needs to be an ongoing process where employees are informed more regularly,” Jalil says.

Walk the Talk

Leaders must also create environments where employees feel comfortable accessing the benefits and meeting their mental health needs, according to Jalil. That’s not happening. Seventy-three percent of surveyed workers reported that their employers profess to care about mental health, though nearly half said their employers’ actions don’t reflect their statements. Only 2 in 5 employees said their senior leadership models good mental health practices.

Jalil says that employers should create a workplace culture where practicing good mental health care doesn’t require anyone to disclose any personal or private information. Leaders can model good mental health care by telling their team they are taking a few days off to decompress after completing a particularly time-consuming, complex project. They certainly shouldn’t react negatively if an employee makes a similar statement. Additionally, there should be no repercussions for discussing mental health challenges at work.

Employers should not signal to employers that they care about the issue and then do nothing about it. For example, Jalil says that if organizations survey workers about how they can help with mental health issues, they should be prepared to take action to improve the situation. If employers do nothing, they are reinforcing the employees’ beliefs that their leaders don’t especially care about mental health issues.

“I think that's a really big thing because then you will lose their trust,” Jalil says. “That becomes very hard to gain it back once you lose it.”

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Mental Health Awareness in the Workplace: What Employers Can Do

Published: May 21, 2024

Discussions about mental health in the workplace have become more commonplace over the course of the last several years, and many employers have begun to recognize the importance of a workplace environment that is open, understanding, and supportive. Mental health issues can have an impact on productivity, job satisfaction, and employee retention, and can affect employees and employers alike. Here are some strategies that employers can implement to foster mental health wellness in the workplace.

A Supportive Work Environment

Creating a supportive workplace environment starts with fostering a culture of openness and understanding around mental health issues. Employers can begin by offering regular mental health training and awareness programs that can educate employees about common mental health conditions, reduce stigma, and encourage open discussions about mental health. Those in management positions should lead by example by discussing their own mental health journeys.

Access to Mental Health Resources

Ensuring that employees have access to mental health resources is incredibly important. This might include offering comprehensive health insurance plans that cover mental health services, such as therapy and counseling. Employers can also provide access to Employee Assistance Programs (EAPs), which offer confidential support for a variety of personal and work-related issues. Additionally, providing resources such as mental health hotlines, wellness mobile apps, and online mental health courses can offer employees more ways to seek help.

Promote a Fair Work/Life Balance

One of the most significant contributors to poor mental health in the workplace is a lack of work/life balance. Employers can promote a healthier balance by implementing flexible work schedules, allowing for remote work, and encouraging employees to take regular breaks throughout the day. Along with this, employers can reduce stress and burnout by ensuring that employees are not overwhelmed with excessive work hours and unrealistic deadlines. Encouraging employees to use their PTO is another effective way to ensure that they have ample time to rest and recharge.

A Healthy Physical Work Environment

A healthy physical workplace environment is integral to mental well-being. Employers should seek to ensure that the workplace is safe, comfortable, and conducive to productivity. This includes maintaining a clean and organized workspace, offering ergonomic office furniture, and providing adequate lighting and ventilation. Additionally, employers can create designated quite spaces where employees can relax and unwind during their breaks to help alleviate stress.

Open Communication and Support Networks

Open communication and support networks in the workplace are crucial for mental health and wellness. Employers should encourage regular check-ins between managers and employees to discuss workloads, stress levels, and any other concerns they might have. Peer support groups or “buddy systems” can also be very helpful, as they provide employees with a sense of acceptance, community, and shared experiences. Along with this, regular team-building activities and social events are great for improving workplace morale.

Encourage Healthy Lifestyle Choices

Physical activity and healthy lifestyle choices are closely linked to mental health. Employers can promote physical health by offering gym memberships, organizing regular fitness classes, or creating company sports teams. In addition to this, employers can encourage healthy eating by providing nutritious snacks and meals in the office, or by offering information on how to develop and maintain a healthy, balanced diet. Employers may also consider holding fitness challenges or competitions to incentivize healthy habits among employees.

Recognize and Reward Efforts

Recognition and rewards can have a major impact on employee morale and mental well-being. Employers should regularly acknowledge and celebrate employees’ achievements. This can be done through formal recognition programs, awards, or even with simple thank-you notes. Feeling valued and appreciated can significantly enhance an employee’s mental health, leading to increased employee retention and engagement.

Provide Training for Managers

Managers play a major role in supporting the mental health of their team members. Providing training for managers on how to recognize the signs of mental health issues, how to approach difficult conversations, and how to provide support can have a positive impact in the workplace. Managers should be equipped with the skills required to create a supportive and understanding environment, and to serve as a first point of contact if a member of their team is experiencing mental health challenges.

If you’re a job seeker and mental health wellness programs are a priority for you, keep an eye out for employers that offer benefits and programs such as the ones on this list. For those who are currently employed, is your employer doing all it can to foster a workplace culture that is open, understanding, and supportive when it comes to mental health issues? If not, consider having a conversation with your employer and suggesting some of the benefits and programs on this list.

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11 Ways to Show Your Employees You Care About Their Mental Health and Well-Being

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Filled with worry about the rising cost of living, the possible negative implications of AI in the workplace and increasingly unsustainable workloads, employees are feeling burned out. And with high levels of employee stress, both productivity and overall employee morale are negatively affected, meaning leaders are likely to have a growing problem from both a profit and personnel perspective if they don’t get a handle on it — and fast.

However, the solution may be a simple one: support. According to the business experts of Rolling Stone Culture Council , showing your employees you care about them and their mental health and well-being is an essential first step to improving employee happiness and decreasing the cases of burnout. Here are the 11 ways they recommend you do so.

Listen to What Your Employees Have to Say

Act as a role model.

Showing employees you care is about more than providing health benefits and wellness programs; it’s a consistent approach that models leadership from the top down. Do you take care of yourself as a leader? If you see someone in need, do you go out of your way to make sure they get help? Do you empower and ensure everyone on the chain of command does the same? It’s how we show up daily for others that matters most. – Jason Peterson , GoDigital Media Group

Offer Regular Mental Health Days

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The greatest thing a leader can do is be open about their own struggles, ways of coping and how they’ve grown. By doing so, they make the conversation safe and open. And they can prove that mental health can be made better — for any of us and all of us! – Scott Cowperthwaite , AfterFiveMedia

Find Out How Everyone Is Feeling

Leaders can show they care about employees’ mental well-being in small ways like simply asking everyone at the start of a meeting to quickly share a zero to 10 rating (10 being “feeling fantastic”) on how they are feeling in the moment. It quickly highlights who in the group might need some space or grace. – Sarah DaVanzo , Pierre Fabre

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Implement Virtual Fridays

I’ve been finding that if I allow my staff to work from home at least one day each week, not only are they more refreshed and productive at the office, but they tend to be focused and productive at home as well. I’ve seen a substantial increase in performance since going virtual on Fridays. – JD Barker , J.D. Barker

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Develop Holistic Wellness Programs

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Give Them the Flexibility They Need

Talking about mental health and taking time off is still taboo in our culture; many people would rather work through burnout than share how they are feeling and ask for support. We can work to create healthier work environments and societies, but in the meantime, it can be hugely beneficial to allow employees the flexibility to care for themselves without pressure to share details. – Evan Nison , NisonCo

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Working well, being well: Boosting mental health in the workplace

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74% of employees report negative mental health at work.

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More workers are struggling with mental health issues than in years past, according to new study.

In observance of May’s Mental Health Awareness Month, it’s important to note that over 50% of the population is expected to be diagnosed with a mental health disorder in their lifetime. One-third of Americans say work is adversely impacting their mental health, and 80% say they feel stress at work. Plus, The incidences of burnout have risen from 43% in 2022 to 62% in 2023.

Mental Wellness Is A High Priority For Employees

A recent workplace report revealed alarming rates of burnout among women executives, with over a third reporting burnout. Burnout is a debilitating state—different from stress—where employees are unable to function at their usual level, resulting from cumulative and unmanaged stress for which there’s no quick fix. You can’t cure it by slowing down, resting, taking a long vacation or working fewer hours. The key symptom of burnout is exhaustion in the form of a deep fatigue, negativity or cynicism toward the job and lower professional efficacy.

The American Psychological Association’s Work in America Survey confirms that psychological well-being is a high priority for workers themselves.

• 92% of workers say it is very (57%) or somewhat (35%) important to them to work for an organization that values their emotional and psychological well-being.
• 92% believe it is very (52%) or somewhat (40%) important to them to work for an organization that provides support for employee mental health.
• 95% report that it is very (66%) or somewhat (29%) important to them to feel respected at work.
• 95% feel it is very (61%) or somewhat (34%) important to them to work for an organization that respects the boundaries between work and nonwork time.

A Monster poll on Mental Health in the Workplace reveals that three out of four workers say their mental health at work is negative, with 40% reporting ‘poor’ and 34% saying their mental health is just ‘fair.’ Other key findings of the study include:

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• 67% of workers feel they work in a toxic environment (up 4% from 2023).
• 78% of workers don’t think their employer is doing enough to address their mental wellness at work (up 3% from 2023).
• 61% of workers would rather quit, and 39% would rather get laid off from their job than work in a toxic workplace.

The study uncovered the following five factors contributing to their negative mental health:

• The majority (62%) of workers say that a toxic work culture is to blame.
• More than half (53%) of workers blame a bad manager.
• 48% of workers blame the fear of being laid off (21%) or the current economy (27%).
• 43% credit a lack of growth opportunities.
• 43% blame an increased workload.

Currently, though the well-being of many workers is negatively affected by their workplace, it’s clear that they are seeking to prioritize mental wellness. Findings showed that most employees (79%) prioritize their work well-being more than a promotion (43%) or a raise in salary (36%). The statistic that four in 10 workers prioritize their work well-being over a salary raise is significant, according to Vicki Salemi, career expert at Monster.

“If the environment is still toxic, regardless of the quality and quantity of mental health resources they provide, workers won't feel safe to tap into them as the root of their issues—the daily toxicity—are prevalent,” Salemi states. As an example, she says a company may offer unlimited PTO, but if workers feel threatened to take time off from work without being tethered to their desk 24/7, the policy and therefore mental health support is ineffective for work-life balance and flexibility that workers want.

Proactive Steps Employers Must Take

Renée Zavislak, a burnout expert and licensed California-based therapist, recalls giving a corporate wellness presentation at a major tech company on the impact of burnout. In the middle of her presentation, the employees were called back to their desks and had to leave the seminar.

“This was particularly frustrating,” she told me by email, “because, in my experience, people don’t know the difference between burnout, stress and anxiety, nor do they know the three-to-five minute mindfulness techniques that can help with prevention.”

Corporations big and small are starting to realize that refusing to proactively address employee well-being isn’t an option, but many businesses are learning this lesson the hard way. Burned out employees are costing employers $3,400 of every $10,000 in salary as productivity decreases. And depression alone is costing the global economy $1 billion in lost productivity.

Companies need to respond to employee needs by respecting boundaries and the right to disconnect before resentment and burnout make top performers leave. “Companies usually wait until it’s too late to act on burnout. They need to start embracing preventative solutions,” Zavislak declares, adding that when someone’s job security depends on working 60-80 hours a week, and they have to take calls on vacation, it means companies aren’t taking mental health seriously.

"One solution would be incentivizing employees to take wellness paid time off or simply to require it,” she suggests. “For example, the offices of language learning app Duolingo are closed for two weeks over the winter so employees can focus on enjoying the holidays rather than worrying about work. This is particularly important because the managers and C-Suite are also on vacation. Those at the top need to model healthy practices. No employee who is working to advance their career wants to take more time off than their boss!”

Salemi believes there’s room for improvement for employers to focus on looking closely at their culture, the root of toxicity to make sweeping positive internal changes and to also offer truly helpful resources and support. “Hopefully, as organizations address internal issues contributing to their employees' (and contractors, too) poor mental health and focus on creating positive environments, along with resources, systems and support, there will be progress improving mental health at work,” she concludes. “Essentially, they will become part of the solution rather than the problem.”

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