Mental health in the workplace is no longer just an HR talking point, it’s a business-critical issue. In the last 12 months alone, mental health assessments in UK workplaces have risen by 38%, with nearly half of employees reporting symptoms of anxiety or depression. A further 35% have experienced stress.
According to the Office for National Statistics (ONS), mental health conditions now account for 12.7% of all workplace absences. An estimated 776,000 workers are experiencing work-related stress, anxiety, or depression resulting in 17.1 million working days lost annually, at a cost of £56 billion to UK employers.
But behind these numbers are real people. Addressing mental health at work requires more than a box-ticking exercise — it demands a proactive, joined-up approach that spans management, occupational health, HR, and employee wellbeing initiatives.
Understanding the limitations of the data
It’s important to note that workplace mental health data often relies on self-reporting. While the ONS report ranks stress, anxiety, and depression as the third most common causes of absence, these figures may only scratch the surface. Mental health issues are often underreported or misattributed, sometimes presenting as physical conditions like musculoskeletal pain or digestive issues.
Early warning signs like minor or repeated absences can be easily overlooked. Yet they’re often a sign that something deeper is going on. Employers should not simply focus on the label of mental health, but instead, should look deeper at other possible underlying causes of an individual’s stress and absence, which are often multifactorial and linked to both work and personal pressures.
Taking a multi-disciplinary approach to managing mental health
Workplace wellbeing isn’t just the responsibility of HR. It should span health and safety, risk, occupational health, and line management, all taking a collaborative approach to identify new risks and ensure early intervention.
Employers should take a strategic approach, starting with three key actions:
- Identify occupational risks
Under health and safety legislation an employer has a duty of care to identify the risks to an employees’ health, including mental health. That means conducting psychological risk assessments to uncover stressors in the workplace and identify vulnerable groups, such as employees under 30, those with neurodiverse conditions or protected characteristics, and individuals experiencing trauma or significant life stress.
By pinpointing who is most at risk, employers can understand what proportion of absence is work-related and where external factors may be playing a significant role.
- Provide the most appropriate support
Having access to a robust occupational health service is essential. This helps determine whether an employee’s illness is caused or worsened by work, or if broader life issues are contributing. Appropriate interventions might include time off, flexible duties, counselling, or access to private healthcare services. Delays in NHS treatment can prolong issues unnecessarily, so services like pay-as-you-go counselling or CBT can help bridge the gap. A strong Employee Assistance Programme (EAP), tailored to individual needs, will also provide a critical safety net.
Employers should ensure these services are easily accessible and clearly communicated, so employees feel comfortable seeking help early.
- Reduce stigma around mental health
Cultural change is crucial. Creating an environment where employees feel safe discussing mental health without judgment is one of the most effective preventative strategies. This includes:
- Training managersto recognise early warning signs of burnout, such as shifts in behaviour or communication
- Encouragingongoing check-ins, especially after periods of absence
- Appointing and supporting Mental Health First Aiders (MHFAs) to offer a confidential, peer-led listening service
- Reminding managers that one person’s stressor could be another’s motivator — empathy and individual understanding are key
Prioritise mental health
While not all stress can or should be eliminated, employers must mitigate unnecessary workplace pressures. It’s about balance: recognising that outside factors, such as financial worries, family responsibilities, and social expectations can also impact how someone copes at work.
Workplace mental health strategies should focus on prevention as well as response. Flexible working arrangements, realistic workloads, and open communication go a long way in protecting mental wellbeing. Managers play a central role too. Simple actions like regular check-ins, workload reviews, or informal catch-ups can help spot early warning signs and offer employees reassurance that they are supported and valued.
When mental health is left unaddressed, the consequences are far-reaching. Stress-related absences last an average of 57 days for anxiety, 71 days for stress and 79 days for depression. Long absences place strain on remaining staff, increasing the risk of burnout and creating a domino effect of absenteeism. Employers also face legal risks, rising premiums for group income protection policies, and potential non-compliance with health and safety regulations.
Supporting mental health isn’t about quick fixes. It’s about providing consistent, compassionate, and proactive support. This means promoting the broader components of wellbeing including physical activity, sleep, nutrition, social connection and purpose.
Help your employees build resilience by giving them the tools to understand their own stressors and pressure points. Whether it’s through MHFAs, access to a private healthcare plan, or a well-structured EAP, providing multiple pathways to care ensures that no one falls through the cracks.
Good mental health in the workplace doesn’t just benefit the individual, it benefits the whole business. By investing in the right support systems and creating a culture of care, organisations can foster a healthier, more engaged, and more productive workforce.