MENTAL HEALTH, STRESS & WELLBEING
A COLLABORATIVE APPROACH
Responsibility for employee mental wellbeing is a shared between both the individual and the organisation, says Debra Clark, Head of Wellbeing at Everywhen.
WHO IS RESPONSIBLE FOR MENTAL HEALTH AT WORK?
For many years, workplace mental health was viewed as a personal matter. If it did not affect performance, it was often considered beyond the employer’s remit. Today, that mindset has shifted. Businesses increasingly recognise that employee mental health directly influences productivity, attendance, engagement and overall organisational performance.
Yet a question remains: where does the employer’s responsibility end, especially when an employee is not looking after their wellbeing outside of work? In reality, responsibility is shared. Individuals must take ownership of their wellbeing, but employers have significant influence over the working environment, culture and support available.
CREATING PSYCHOLOGICAL SAFETY
One of the strongest organisational drivers of good mental health is psychological safety – the feeling that employees can speak openly, ask questions and admit mistakes without fear of ridicule or negative consequences. When psychological safety is present, people feel confident trying new approaches, sharing ideas and learning from experiences. In a psychologically safe workplace, employees struggling with their mental health are far more likely to speak up early trusting the response will be supportive.
COMMUNICATING CHANGE CLEARLY 4. Reset and return to work
If there is one constant in business, it is change. Yet poorly communicated change is a major cause of anxiety. When information is unclear or absent, employees tend to fill the gaps with their own assumptions – often negative ones. While some information will always be confidential, employers should share what they can, as early as they can. Transparent communication builds trust, reduces uncertainty and prevents unnecessary stress.
MANAGING WORKLOAD TO REDUCE BURNOUT RISK
Workload pressures are consistently cited as one of the most significant workplace stressors. Feeling overloaded can push employees towards burnout.
Ways employers can counter this include:
• Focusing on output, not hours. • Leaders should model healthy boundaries and avoid glorifying long hours. Occasional peaks in workload are inevitable, but they should be recognised as temporary, not the norm.
• Acknowledging effort and contribution. • Recognition–whether public praise, a structured reward scheme or a simple thank you–helps employees feel valued and seen.
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After an episode of poor mental health, employees need compassionate reintegration. Phased returns, adjusted duties and ongoing check ins help them rebuild confidence and sustain recovery.
Support must be clearly communicated. Employees need to know what is available, how it can help and how to access it, including outside usual working hours. A central intranet, wellbeing portal or digital hub can be invaluable.
A SHARED RESPONSIBILITY
While employees must take personal responsibility for their mental wellbeing, employers hold substantial influence over the culture, environment and pressures that shape daily work life. By fostering psychological safety, communicating clearly, managing workload and offering accessible support, organisations can create conditions where people can genuinely thrive. A collaborative approach, where both employee and employer play their part, remains the most effective path to sustainable mental health at work.
• A supportive manager who actively reviews workload,
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prioritises effectively and encourages breaks can make a significant difference to an employee’s mental health.
OFFERING THE RIGHT SUPPORT AT THE RIGHT TIME
As mental health continues to be a leading concern for organisations, structured support is essential and typically spans four areas:
1. Prevention
Awareness campaigns, wellbeing webinars, and access to information about healthy coping strategies help prevent issues from arising.
2. Intervention
Employees may need immediate support during difficult moments. Employee Assistance Programmes (EAPs) and early intervention services – often embedded within group income protection policies – provide confidential help when it is needed.
3. Protection
For longer-term or more severe mental health issues, structured clinical or therapeutic support may be required. Private medical insurance, specialist counselling services, vocational rehabilitation and dedicated mental health policies all play a role in supporting recovery.
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