Mental health at work: what wellbeing in the office really requires
Updated: 3 days ago
An employee can arrive on time, answer every email and meet every deadline while quietly struggling. From the outside, everything may look fine. That is why workplace mental health cannot depend on waiting for someone to reach a crisis before offering support.
A good starting point is the ordinary working day. Is the workload achievable? Are priorities clear? Can someone take a break? Do they feel able to tell their manager when something is wrong? The answers reveal more about wellbeing than a single awareness event ever could.
Make it easier to speak up
Some people will tell a manager directly that they are struggling. Others may be worried about being judged, losing opportunities or having private information shared. Managers should make regular, private check-ins part of how they work with people, including when no problem is obvious.
If an employee raises a concern, listen calmly and ask open questions. For example: “What is making work difficult at the moment?” and “What would help you do your job?” Do not press for a diagnosis or promise absolute secrecy. Explain who may need to know something, why, and what can be kept private. Agree a practical next step and a time to review it.
A manager's role is to support the employee and address work issues, while helping them access appropriate specialist support when needed.
Look at the work itself
An employee assistance programme or wellbeing session may be useful, but the organisation also needs to examine conditions that contribute to stress. The Health and Safety Executive identifies demands, control, support, relationships, role and change as areas that can affect work-related stress.
That means checking whether deadlines and staffing are realistic, whether employees have enough say over their work, and whether managers provide clear instructions and help. It also means dealing with conflict, explaining changes properly and making sure people understand what is expected of them.
Employers have a duty to assess work-related stress risks and act on them. If several people describe the same pressure, the response should include a review of the workload or process. Asking each person to become more resilient will leave the underlying problem in place.
Agree support that fits the person
Useful changes may be straightforward: clearer priorities, a quieter place to work, more predictable check-ins, temporary flexibility, or support with a difficult task. Agree what will be tried with the employee, record the relevant arrangements appropriately and review whether they help.
Some mental health conditions may amount to a disability under the Equality Act 2010. Where that applies, an employer must consider reasonable adjustments. Even where it does not, it is sensible to discuss practical support. Occupational health or other professional advice may help when the right approach is unclear.
Follow through
The question “How are you?” only helps when there is room for an honest answer and action afterwards. If someone has explained that the workload is unmanageable, check what can stop, wait, be shared or be resourced differently. If a manager says a concern will be reviewed, give an update. Keep the conversation going without putting the employee under pressure to disclose more than they wish.
Workplace wellbeing is built through manageable work, respectful relationships and timely support. Leaders set the tone by listening to what people say and changing what they can.
Is your organisation unsure how to respond to mental health concerns or work-related stress? The HFactor helps employers handle sensitive people matters with care and practical HR action. Send Karen a confidential enquiry to discuss the support you need.
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