We are currently in Mental Health Awareness Week 2025, which runs from 12 to 18 May. It is held each year by the Mental Health Foundation to raise awareness of mental health and promote mental wellbeing for all. This year’s theme is ‘community’ to highlight the importance of a safe and supportive community for mental wellbeing.
Of course the workplace is a community and it is important for employers to consider how they can support mental wellbeing in the workplace. There is an implied duty for employers to provide a safe place to work for their staff, there are legal obligations to make reasonable adjustments and not discriminate against staff that have a “disability” under the Equality Act 2010, which can include mental health conditions. In addition, a healthy and happy workforce is going to help promote productivity. See below for proactive steps that employers should consider taking.
It is estimated that 1 in 4 people in England will experience a mental health difficulty of some kind each year, with 1 in 6 experiencing common mental health difficulties (e.g., anxiety or depression) in any given week.
In 2023, the suicide rate in England and Wales was at its highest since 1999, making mental health a real issue for concern in modern society. It might be easy to try and dismiss those statistics as being extreme examples that affect other people but, with 1 in 5 workers reporting calling in sick to avoid work, 14% of employees reporting they have resigned because of workplace stress and 30% of staff reporting they feel unable to talk openly with their line manager if feeling stressed, mental health is undeniably an issue that can affect you as an employer.
Research by the Centre for Mental Health in 2024, which for the first time in a study of its kind incorporated some of the wider costs of poor mental health, such as the impact of presenteeism and staff turnover, found that mental health costs £300 billion a year. That’s nearly twice the NHS budget for 2022 and, even if we take out the value, expressed in monetary terms, of the human costs of mental health difficulties (and one can never discount the human costs), the cost is still £170 billion a year. Whatever size employer you are, this is clearly an important issue to take into account.
What is mental health?
Mental health problems cover a variety of illnesses ranging from anxiety and depression through to more severe conditions such as bipolar disorder and schizophrenia. Not all mental health disorders will qualify as a disability. However, the condition may do so if it is a mental impairment which has a substantial and long-term adverse effect on the individual’s ability to carry out normal day-to-day activities. The effect must have lasted for 12 months or be likely to last 12 months.
Mental health conditions do not discriminate. They can affect anyone, regardless of gender or age, and there is no stereotypical person who is more likely to experience a mental health illness (though risk factors may make some people more likely to be affected than others). Many individuals suffering from a mental health condition will be capable of continuing to work. In fact, work is recognised as something that can help us look after our mental health, giving a sense of identity, contact and friendship with others and a steady routine and structure. It is therefore important for businesses to know how to manage individuals who are experiencing difficulties with their mental health.
How should you approach mental health in your workplace?
Early identification and providing timely advice and support is critical. Employers play a vital role in the effort to destigmatise mental health difficulties, part of which involves raising awareness around mental health within organisations; a change in culture that must be led from the top.
Employers can support the mental health of their employees in a variety of ways, many of which are simple and cost free. Support can include:
- Lead by example. Openness around mental health difficulties can help destigmatise the issue and encourage people to come forward when they are struggling. The sharing of personal experiences from senior managers can be invaluable in showing employees they are not alone and that their difficulties need not be limiting to their career.
- Implement a Wellness Policy. This is a set of actions that promote healthy lifestyles and create supportive environments for health and well-being. It will vary depending on the size and resources of the employer, but might include flexible working arrangements. Wellness education, amenities and resources to provide employees with information and tools to help them improve their health.
- Implement an Employee Assistance Programme that includes mental health support. With access to medical services under immense strain in most of the country, access to private medical appointments and counselling can be invaluable for early intervention and recovery.
- Encourage employees to take their lunch / rest breaks. Having a break can make people feel more productive on their return and taking time to eat, drink and do an activity unrelated to work, even just going for a walk, can help employees feel energised and well. Where employees need to skip a break one day, they could be encouraged to prioritise their break on another day.
- Encourage employees to take all their annual leave each year. Employees who regularly fail to take annual leave run the risk of burnout.
- Consider holding a group activity, for example, yoga or a group walk.
- Utilise home working and hybrid working where practicable. The absence of a commute to work will often allow employees to achieve a better work/life balance, the time they get back being something they can use for leisure activities. Notwithstanding the benefits of remote working, it is critical to ensure time is made to check in with those employees. Regular check ins with fully remote employees are critical to avoid feelings of isolation.
- Support flexible working. There is no one size fits all to work/life balance, everyone having different demands on their time. However, by being supportive of flexible working where practicable, employers can support their employees to mould their working week to best meet their lifestyle, thereby improving mental health.
- Comprehensive inductions, to include guidance about who an employee should approach if they have any mental health concerns and what avenues of advice and support are available. This might include appointed Mental Health First Aiders or Champions.
- Upskill managers, to ensure that they have the confidence and tools to recognise and address mental health issues as they arise, including recognising the benefits of the above.
- Carry out regular staff surveys, on an anonymous basis to encourage honest responses and get a good sense of what employees are experiencing in work. Remember, many people suffering mental health difficulties are experts at masking what they are going through.
Some employers may be unfamiliar with the reference to Mental Health First Aiders or Champions above. These are individuals who are trained and appointed within the organisation to identify, help and understand individuals who are affected by mental health conditions. Organisations that adopt approaches like this are noticing a significant reduction in the absence rate for stress and anxiety within their organisation. You can find information on training courses on the Mental Health First Aid Website: mhfaengland.org or the St John Ambulance website, here.
There is no one size fits all ‘how to’ guide on assisting employees with mental health difficulties. Each individual and their needs will be different, and it is important that you seek advice whenever you have concerns. A proactive plan of action that can be developed with the employee is always preferable to a responsive plan once an employee is absent on long-term sickness.
If you have any concerns regarding mental health in the workplace or would like to arrange in-house training for your team, then please feel free to contact the Employment team – employment@stephens-scown.co.uk.
Chris Morse is a Trustee of the charity, Cornwall Mind.