While employers have become more aware of the importance of mental well-being, there remains confusion in developing an effective approach to address mental health challenges.
Wendi Safstrom
President, SHRM Foundation
In recent years, employers have increasingly recognized the critical importance of mental health for both employees and organizational success. Understanding the impact of mental well-being on workplace performance and operational stability is essential for HR professionals. In a 2023 survey, 66% of HR professionals identified mental health as a top concern, surpassing even labor shortages and economic slowdowns, and trailing only inflation.
Mental health challenges, whether arising at home or at work, affect employees and workplaces alike. Addressing these challenges has strategic business value, as work relies primarily on human performance, even in an era of artificial intelligence. Leaders view mental health as a key enabler of work performance and business drivers such as talent retention. Burned-out workers are three times more likely to actively seek another job.
We have made significant progress in reducing the stigma associated with mental illness. Focusing instead on building cultures that cultivate well-being is a path to organizational resilience. However, the responsibility for addressing mental health issues is not always clear. Despite advancements, mental health still trails physical health in terms of priority and positive outcomes.
Influencing mental health prioritization
Only 35% of HR professionals believe their organizations effectively support employees with mental health concerns. The pressure to “fix” employees’ mental health struggles can add to burnout and frustration. HR professionals and people managers play a crucial role in addressing mental health issues, but they often feel ill-equipped to do so.
While the primary responsibility for mental health falls on employees, employers have the power to assist and support them in sustaining their mental well-being. Employers, people managers, and HR professionals can influence mental health prioritization, but without employee action, these efforts fall short. It will take a clearly defined partnership of workers, employers, and mental health providers to achieve greater effectiveness.
Defining the partnership between employers and employees is the next step in advancing mental wellness. Employees must take ownership of their mental health, while employers can empower and encourage them to do so confidently. Employers can provide insights, tools, and resources to help employees manage their mental health assertively.
Providing critical tools and resources
Employers, represented by people managers and HR professionals, can act as allies to workers in pursuit of mental wellness. Managers, in particular, bear significant responsibility to support and lead their teams. Fulfilling this added role requires equipping them with the necessary resources — the Workplace Mental Health Ally Certificate, for example — and support.
Access to a spectrum of mental health resources within the workplace and through benefits is essential. Post-COVID, specialty mental health providers are widely accessible via in-network health insurance benefits. Connecting workers with expert providers ensures they receive the specialized care they need.
HR professionals must know how to best support employees, understand what resources to refer them to, and be aware of ADA laws and accommodations. By fostering a supportive environment and providing the necessary resources, employers can advance mental health in the workplace, benefiting both employees and their organizations as a whole.
