Mental Health in the Workplace: HR’s Role in Supporting Teams

Mental health has become an essential focus in today’s workplaces, not only because it affects individual well-being but also because it influences productivity, employee retention, and company culture. Issues like burnout, stress, and anxiety are now recognized as legitimate workplace concerns. Human Resources (HR) departments are uniquely positioned to lead the charge in supporting mental health through policies, programs, and culture change.

Why Mental Health at Work Matters

Recent studies show the scale and urgency of the problem:

• A SHRM study reported that 44% of employees feel burned out, 45% feel emotionally drained, and 51% feel used up by the end of the workday.

• More than 90% of employers believe mental health resources demonstrate compassion and help prevent burnout.

• Psychologically safe workplaces—where employees feel safe to speak up and be themselves—are strongly linked to better mental health outcomes.

The business case is clear: supporting mental health can reduce absenteeism, lower turnover, boost engagement, and foster a more inclusive and resilient work environment.

HR’s Key Responsibilities in Supporting Mental Health

1. Policy and Benefits DesignHR can implement policies that support mental health, such as flexible work schedules, remote work options, mental health days, and comprehensive health benefits that include counseling and therapy. These should be clearly communicated and easy to access.

2. Reducing Stigma and Building CultureHR must work to normalize conversations around mental health. This can be done through awareness campaigns, leadership involvement, and creating safe spaces for discussion. A culture of psychological safety is essential for employees to feel supported.

3. Training Managers and LeadersManagers play a key role in daily employee well-being. HR should train them to recognize signs of mental distress, have supportive conversations, and refer employees to appropriate resources without judgment.

4. Workload and Job DesignHeavy workloads and unrealistic expectations are key contributors to burnout. HR should monitor work demands and encourage reasonable expectations. Promoting boundaries around work hours and encouraging breaks can help prevent chronic stress.

5. Providing Access to ResourcesHR can ensure that employees have access to mental health support through Employee Assistance Programs (EAPs), mental health apps, external therapy providers, peer support groups, and wellness programs.

6. Gathering Feedback and Measuring ProgressRegular surveys, check-ins, and feedback tools can help HR understand employee needs and monitor the effectiveness of mental health initiatives. Data can guide improvements and ensure that resources are being used and appreciated.

Challenges HR Must Navigate

• Stigma: Many employees hesitate to disclose mental health struggles due to fear of judgment or career impact.

• Limited Resources: Smaller organizations may lack the budget for formal programs, but low-cost options like flexible work and training can still make a difference.

• Manager Resistance or Lack of Training: Without proper support, managers may mishandle mental health issues.

• Confidentiality and Legal Compliance: HR must protect employee privacy and comply with mental health-related laws and regulations.

• Sustainability: Programs often launch with enthusiasm but fizzle out. Success requires ongoing effort and leadership support.

Best Practices for HR Teams

• Gain leadership buy-in and ensure visible support from executives.

• Integrate mental health into the core culture, not as a side initiative.

• Tailor approaches based on team needs and feedback.

• Clearly communicate all available mental health resources.

• Start with pilot programs and scale what works.

• Address physical, emotional, and social well-being as a whole.

• Support HR professionals themselves—they are also at risk for burnout.

Legal and Ethical Considerations

HR must protect confidentiality, avoid discrimination, and follow relevant employment and disability laws. Participation in mental health programs should be voluntary and protected from bias in performance evaluations or career advancement.

Conclusion: HR as a Catalyst for Positive Change

Mental health support in the workplace isn’t just a wellness trend—it’s a strategic imperative. HR has the responsibility and the opportunity to lead meaningful change by creating policies, building culture, training leaders, and offering support. When mental health is prioritized, everyone benefits: employees feel valued and supported, and organizations become more resilient, productive, and successful.