Make it OK to talk about the demands of the job

“One thing that can be done is to allow employees to safely discuss their workload without judgment or repercussion in relation to career advancement. For example, a busy parent going through health issues and a divorce who also has a demanding work schedule and a difficult boss is very likely to experience an impact to their mental health. Anyone’s subjective experience could lead to a mental health issue while others with a diagnosed clinical mental health issue feel even more vulnerable.

Either way, people often feel too scared or conflicted to talk about the demands of the job when life is also hectic or stressful. The stigma or expectations to just ‘tough it out’ and not look weak can be so overpowering that people just keep going. They don’t want their mental health to be judged. Open conversations with compassion and greater support for flexible working can improve morale and, therefore, productivity. Employees can even feel more motivated to go over and above when the pressure is not on so much.”

Anita Gohil-Thorp, employability coach, certified wellbeing in the workplace advocate and mental health first aider

Offer mental health leave

“Recognising mental health as a valid reason to take time off can drastically improve morale and productivity across the board. When people are given the space to recharge without feeling judged, they return more focused, creative and engaged – like they’ve given their energy a proper reset. I always encourage companies to go beyond regular leave and provide specific mental health days. It’s about giving employees the chance to look after their mental wellbeing, which ultimately benefits the whole organisation.

Supporting mental health isn’t just an extra perk; it’s essential. By offering these days, companies send a clear message: your wellbeing matters. This approach fosters a healthier workplace that leads to long-term success. Simple steps like this create an environment where real progress and creativity can thrive.”

Sophie Bryan, founder of HR consultants Ordinarily Different

Encourage the use of ‘do not disturb’ mode

“We recognise that while employees have goals to achieve and businesses require productivity, this should not come at the expense of mental health. So many people feel they need to always be on. Employers can play a pivotal role by encouraging intentional use of status indicators. Using them wisely and well helps employees set boundaries that support both work and wellbeing. This helps to create more trust between individuals, managers and teams which can be beneficial on many levels. Simple actions, such as promoting ‘do not disturb’ modes during focus periods or advising employees to switch to ‘away’ during breaks – and guiding others to respect those times – can lead to significant improvements in mood and performance.”

Karl Bennett, wellbeing director at workplace benefits experts Perkbox Vivup

Commit to increasing psychological safety at work

“The one thing that workplaces should be doing to support employee mental health is to encourage leaders to measure and work on improving psychological safety in their teams. When people feel safe to be themselves and know that their opinions are valid and valued, they are much more likely to speak up about the things that directly influence both wellbeing and performance. It is the single biggest thing that companies can do to bolster trust, creativity and contribution. In our world of going faster and doing more with the same or fewer resources, taking active steps to create a culture where openness is encouraged and welcomed benefits all parties. The mental health issues associated with chronic stress and burnout are avoided, and their place is taken by healthy engagement, sustainable contribution, more effective collaboration and increased workplace happiness.

Once psychological safety is in place, it is leaders’ responsibility to equip employees with the necessary techniques to manage pressure and create a culture of sustainable high performance. Pressure can be harnessed to produce personal and team growth, creativity and engagement if it is managed with the right tools. Some of these include self-emotional regulation, awareness of thinking styles and rationalising where we do have control.

Accessibility of support services is key to preventing people from becoming more unwell – these should be heavily signposted by the organisation and not come with layers of bureaucracy that prevent swift access. This should include cultivating psychologically safe spaces to explore personal challenges with empathy and understanding, within teams, with line managers or with healthcare professionals. Alongside empathy, there should be curiosity to understand how people feel and identify organisational triggers. However, this shouldn’t just be available when managers think someone might be unwell nor should it be the only action taken by leadership teams to protect their teams. A healthy workplace is one grounded within a primary intervention that prevents employees from ever becoming unwell and where they feel psychologically safe to share their opinions and experiences.”

Lesley Cooper, founder and CEO of WorkingWell

15 career experts on the one thing workplaces can do to improve employee mental health