Supporting Mental Health in the Workplace – A practical guide for employers in the UK

One in four adults in England experience a mental health issue each year, and poor mental health costs the UK economy billions annually. Stress, depression, and anxiety account for over half of all work-related ill health, with over 22 million working days lost in 2024/25.

These figures are more than statistics, they are a wake-up call that employers cannot afford to treat mental health as a secondary issue. A proactive, inclusive approach is essential to protect employee wellbeing, reduce costs, and unlock the full potential of your workforce. 

Employers who prioritise mental health not only meet their legal obligations but also gain a competitive edge through improved engagement, retention, and productivity.

Mental health and the workplace 

Our mental health is not static and fluctuates over time. It can be influenced by work pressures and factors outside work such as family illness, bereavements, relationship difficulties and financial worries. While employers may be able to influence some (but not necessarily all) of the factors in the workplace that contribute to poor mental health, factors outside of work are beyond an employer’s control. This adds to the complexity employers face of addressing mental health difficulties at work.

Whatever the cause, it is important for employers to be aware of the signs of poor mental health, which may include:

• Increased absenteeism or presenteeism
• Withdrawal from team interactions
• Decline in performance or engagement
• Visible stress, behavioural or emotional changes.

For example, where a high-performing employee suddenly begins missing deadlines and avoids team meetings, rather than assuming laziness or disengagement, managers should consider whether mental health challenges might be at play.

Train managers to recognise these indicators and foster a culture where employees feel safe to speak up. Employees feeling able to speak up about difficulties they are facing is the key to early intervention.

Why early intervention matters

Addressing mental health concerns early can go a long way to preventing them escalating into a long-term absence or severe illness. Proactive steps to support early intervention include:

• Regular check-ins and wellbeing conversations
• Access to Employee Assistance Programs (EAPs)
• Prompt occupational health referrals when needed.

A simple conversation - “I’ve noticed you don’t seem yourself lately, is everything okay?” - can open up a dialogue that could help prevent a short-term issue from becoming a prolonged absence.

It can be harder to spot the warning signs when employees are working from home, so make a point of checking in with those who aren’t working in the office as well as those who are.

Early intervention reduces costs, improves recovery rates, and demonstrates genuine care for employees. 

The line manager’s role

Managers are the first line of support and intervention. Their influence on workplace culture around mental health can be significant. Practical steps managers can take to help support mental health in their teams include:

• Normalising conversations about mental health
• Using open questions during one-to-ones: “How are you coping with your workload?”
• Knowing the resources available internally and externally and signposting them
• Modelling healthy behaviours like taking breaks and other steps to manage stress.

Managers should respond empathetically when an employee speaks about their mental health but are not expected to offer medical advice. Their role is to listen, signpost, and support - not diagnose.

Why a good mental health strategy matters

In the UK, the Health and Safety at Work Act 1974 and the Equality Act 2010 require employers to take steps to safeguard employee mental health and make reasonable adjustments for mental health conditions where they are defined as a “disability” in terms of the Equality Act 2010.  

The UK Health and Safety Executive has made plain that whether an employer is a small business or a large corporation, the law requires all employers to take action on work-related stress. In practice this means work-related mental health issues must be assessed by employers to measure the levels of risk to staff. Where a risk is identified, steps must be taken to remove, or reduce it, as far as is reasonably practicable.

Some mental health issues, for example depression and anxiety, may amount to a disability giving rise to discrimination protections and the duty to make adjustments. For example, providing an employee with assistance to prioritise their workload. 

Beyond compliance, poor mental health costs UK businesses billions annually through sickness absence, lost productivity and staff turnover. Investing in supporting good mental wellbeing improves productivity, engagement, and retention, while enhancing reputation as a responsible employer. In today’s workplace, where hybrid working, blurred lines between work and personal time and rising stress levels are the norm, prioritising mental health is essential to achieving sustainable success.

Mental health is no longer a taboo topic, particularly for younger employees. Workers now increasingly expect open dialogue and proactive support, and this can influence where they choose to work.

What steps can employers take?

An effective mental health strategy could include:

• Developing a clear mental health policy 
• Carrying out risk assessments to assess the risk of mental health problems - take steps to reduce risks identified and revisit outcomes routinely. 
• Normalising mental health discussions - encourage informal check ins, personal coping techniques, and peer conversations. Leadership role-modelling and awareness campaigns can also help break down barriers.
• Promoting a mentally healthy culture - encourage openness, reduce stigma, secure leadership endorsement and integrate wellbeing into induction and training. 
• Training managers - equip managers to recognise the warning signs of mental health difficulties, engage in supportive dialogue, signpost wellbeing resources and understand what escalation routes are in place for further support.
• Involving senior leadership - leadership should champion mental health initiatives and set the tone for an open culture. 
• Streamline post-absence returns: Use phased return programs, tailor support arrangements, and involve occupational health where needed. 
• Offering wellbeing support such as Employee Assistance Programmes (EAPs), peer support networks and wellbeing programmes.
• Use data (such as absence rates and outcomes from engagement surveys) to monitor the effectiveness of your mental health strategy.

Final thought

Supporting mental health is not just a box to tick, it’s an ongoing commitment. Organisations that embrace this approach will not only meet their legal obligations but also help unlock the full potential of their workforce.