Workplace Wellbeing: Are employers doing enough to support mental health?

September 26, 2026

World Mental Health Day on 10 October is a timely reminder that mental health at work is not just a personal issue — it is a workplace issue too. This year’s theme, “Lived experiences heard: real voices, real change”, highlights the importance of listening to people with lived experience and using their insight to shape the policies, services and decisions that affect their lives.

Although mental health can be viewed as personal and separate from work, employers cannot afford to ignore the connection. Employers should support employees affected by mental health conditions not only because the Equality Act 2010 may require reasonable adjustments to prevent disadvantage at work, but also because the right support is ethically sound, commercially sensible and central to a healthy workplace culture.

Mental Health First Aid England’s key workplace mental health statistics for 2026 underline why employers should act. Almost 15% of working-age adults now report having a long-term mental health condition, an increase of more than five percentage points over the past decade. The findings also show that mental health is the most common reason for long-term absence and a key reason for short-term absence. Absence can put pressure on employers and colleagues through additional workload, cover arrangements and cost, but presenteeism, attending work when not well enough to perform, is even more concerning, costing employers two to three times more than sickness absence.

A good starting point is to review the support currently available to employees with mental health conditions, both while they are at work and during any period of absence. Ask yourself:

Do you offer an Employee Assistance Programme (EAP) that gives all employees access to counselling or other confidential support if they feel they would benefit from it?
Are managers confident in recognising and responding to mental health concerns while maintaining appropriate confidentiality?
Do you have any mental health first aiders trained in the business to signpost employees to external support?
Do you engage Occupational Health providers promptly when medical recommendations would help you support an employee with a mental health condition? This should sit alongside conversations with the employee, as mental health conditions affect individuals in different ways.
When an employee is off sick, do you agree who will keep in touch, how and how often? Make contact supportive and proportionate, check on their wellbeing and discuss a return when they are ready.

Do managers hold a private return-to-work conversation as soon as practical? Discuss how the employee is feeling, any work updates, and support such as a phased return or temporary changes to duties or hours. Agree what colleagues may be told and when to review the arrangements.
Where work may have contributed to the absence, listen to the employee and address the underlying issue. Consider whether reasonable adjustments are needed for an employee with a disability, and record and review any agreed steps.

Managers also play an important role in noticing when someone doesn’t quite seem themselves. Encouraging a safe space where employees can open up about what they are going through can be incredibly supportive. Conversely, unresolved workplace conflict can be highly stressful, undermining both well-being and productivity. Creating a culture where openness, respect, and understanding are at the forefront is essential for maintaining a healthy and motivated workforce.

For advice tailored to your organisation or a specific employee situation, please speak to your HR Consultant.