Making Workplace Mental Health Support Work

For years, mental health in the workplace was ignored. Stress, burnout, and anxiety were seen as personal problems, not business ones. Thankfully that is changing. More companies are offering mental health support as part of employee benefits. Some are training managers in mental health first aid.

This looks like progress. But is it working?

For many employees, the answer is no. EAPs (Employee Assistance Programs) sit unused. Mental health first aid training gives managers information but no power to act. Workplace culture still rewards overwork and sometimes appears to punish those who struggle.

If businesses are serious about mental health, they need to go beyond ticking boxes. Support must be accessible, practical, and part of the company’s daily operations—not just an HR initiative.

The Problem with Traditional Mental Health Benefits

Many companies now offer mental health support through EAPs, online therapy platforms, or wellness allowances. On paper, this looks good. But in reality, these benefits are often underused and ineffective.

One issue is awareness. Employees either don’t know these services exist or do not understand how to access them. In some cases, the process is so complicated that people give up before they even get help.

Then there’s the problem of perception. Many employees worry that using mental health benefits will make them look weak or unreliable. If a company’s culture values ‘pushing through’ stress and long hours, workers may fear that asking for help will damage their reputation—or worse, their job security.

Even when employees do reach out, the quality of support varies. EAPs are notorious for long wait times and short-term solutions. A few phone calls with a counsellor might help someone in the moment, but it doesn’t replace proper mental health care. Many people need ongoing therapy or structured support, which EAPs rarely provide.

If mental health benefits exist only as a safety net—something employees turn to when they are already struggling—then they are failing. True workplace mental health support must be proactive, integrated, and stigma-free.

Mental Health First Aid: A Step in the Right Direction?

Training managers in mental health first aid is becoming more common. The idea is simple: give leaders the tools to spot signs of distress, start conversations, and guide employees towards help.

In theory, this is valuable. Many managers are the first point of contact when an employee is struggling. If they understand mental health, they can create a more supportive work environment.

But there are limits to this approach.

First, mental health first aid is not the same as professional support. Managers may be trained to listen, but they are not therapists. If they lack the time or authority to act, employees may feel heard but still unsupported.

Second, workplace culture often works against these initiatives. If a company still values productivity over well-being, managers may feel pressure to prioritise deadlines over support. Even a well-trained manager may struggle to help if they are expected to hit performance targets at all costs.

For mental health first aid to work, it must be part of a broader shift in workplace culture. Managers shouldn’t just be trained to have conversations. They should be empowered to make adjustments—whether that means flexible deadlines, workload redistribution, or simply giving an employee permission to take a break.

What Real Workplace Mental Health Support Looks Like

To move beyond surface-level solutions, companies need to rethink how they integrate mental health into daily work life. This means tackling stigma, making support truly accessible, and holding leadership accountable.

Proactive Support, Not Just Crisis Management

Mental health care should not be something employees turn to only when they are already burnt out. Companies need to embed mental health into daily operations. Regular check-ins, open conversations, and workload management should be standard.

Some companies now include mental health days in their leave policies—not as part of sick leave but as a normal part of self-care. Others incorporate stress management training into onboarding, making mental well-being a fundamental part of company culture.

Making Mental Health Benefits Easy to Use

If employees don’t use their benefits, the company might as well not offer them. Access needs to be clear, simple, and confidential. This means removing red tape, ensuring employees know what is available, and making it as easy to access as booking an annual leave day.

Some companies now offer in-house therapists or direct access to mental health professionals without going through HR. Others provide stipends for private therapy, recognising that employees may need long-term support beyond what EAPs offer.

Leadership Must Set the Tone

Workplace culture starts at the top. If leaders work through stress and exhaustion without taking breaks, employees will feel pressured to do the same. Senior management must lead by example.

This means taking mental health days themselves. Speaking openly about stress. Encouraging teams to set boundaries. If employees see their leaders prioritising well-being, they’ll feel safer doing the same.

Empowering Managers to Act, Not Just Listen

Training managers in mental health first aid is a good start, but it is not enough. They need authority to take action.

This could mean giving managers flexibility over deadlines, allowing temporary workload adjustments, or ensuring employees have direct access to mental health services through their manager—not just HR.

Managers should also have clear policies on what to do when an employee is struggling. Too often, they are left to figure it out on their own. A structured approach—backed by leadership—ensures consistency and real support.

A Culture of Psychological Safety

Employees should feel safe being honest about mental health without fear of consequences. This requires trust.

Some companies have introduced anonymous feedback systems to monitor workplace stress levels. Others run regular mental health surveys and act on the results. When employees see real changes based on their feedback, trust grows.

Policies alone do not create psychological safety. The daily actions of leadership do. If employees see someone being penalised for struggling, they will stay silent. If they see real support, they will reach out when they need it.

The Future of Workplace Mental Health

Mental health support in the workplace is evolving. But for it to truly work, companies must go beyond offering benefits and embed well-being into their culture.

This means making mental health part of everyday work, not just something employees think about when they are already in crisis. It means making benefits easy to access, ensuring managers can act—not just listen—and creating a culture where people feel safe asking for help.

The companies that get this right will not just have happier employees. They will have healthier, more productive teams, lower turnover, and a stronger, more resilient workforce.

Further Reading

Tailored Job Support Aids Mental Health Recovery

Maintaining Employment with Severe Mental Health Challenges

Supporting Employment for People with Mental Health Challenges