In 2024/25, 964,000 workers in Great Britain were suffering from work-related stress, depression or anxiety, resulting in 22.1 million working days lost (HSE). Mental ill health is now the leading cause of long-term sickness absence (CIPD). As a manager, you're often the first person to notice when something's wrong, and you're well placed to start a conversation and point employees towards the right support.
You don't need to be a therapist to support your team's mental health. You need to know what to look for, how to start a conversation, and where to point people when they need more help than you can give. This guide covers all three.
Why employee mental health support matters
Poor mental health costs UK employers an estimated £51 billion a year, with £24 billion of that attributed to presenteeism – people working while unwell and unable to perform at their best (Deloitte). Employees who feel supported are more likely to take fewer sick days, stay longer, and perform better at work. Support isn't a nice-to-have. It's good management.
Employers also have legal responsibilities for employee health, safety and welfare at work. Where a mental health condition meets the definition of a disability under the Equality Act 2010, employers must make reasonable adjustments.
What employee mental health support looks like
Employee mental health support combines everyday management with practical support and resources. This can include an employee assistance programme (EAP), a health cash plan, mental health first aiders, and a clear process for requesting and agreeing reasonable adjustments. Practical support works best alongside an open and supportive culture. Day to day, it's how you check in with your team, how approachable you are, and how you respond when someone's struggling. An EAP is less useful if employees don't feel comfortable using it, while an open culture can only go so far without proper support behind it.
How managers can support employees' mental health
There's no single script for this. Every employee is different, and what helps one person won't help another. But there are practical steps every manager can take.
Model healthy behaviours
Stigma can prevent people from asking for help. When you model healthy behaviours, such as taking a proper lunch break, setting boundaries, or being open about having a difficult week, you make it easier for your team to do the same.
Learn to spot the early signs
You don't need clinical training to notice changes in someone's behaviour. Someone who's usually reliable might start missing deadlines, a normally talkative colleague might become quieter, or someone might seem more tired, withdrawn or irritable than usual. These aren't diagnoses. They're a cue to check in, not to assume the worst or ignore it.
Make check-ins a regular habit, not a one-off
A single "how are you?" won't tell you much. Build in time to check in properly and often, especially with people you don't see face to face every day. Ask specific questions about their workload, how they're finding things, and what support would help, then give them time to answer.
Adjust your approach to the person
Some people want to talk things through in detail. Others want space and a quiet nod that you've noticed. Some prefer a call, others would rather type it out in a message. There's no universal approach. Ask people how they'd like to be supported rather than guessing.
Listen and signpost, but don't diagnose
When someone opens up, your job is to listen and point them towards the right help, not to solve the problem or offer medical advice. Respond with empathy, ask what support would help, and let them lead the conversation. If they need more support, point them towards appropriate services, such as your EAP, occupational health, or their GP.
Be clear about confidentiality
Be clear about how the information they share will be handled. Don't promise complete confidentiality if you may need to involve HR, occupational health, or another appropriate person. Explain what may need to be shared, with whom, and why, and keep the employee informed wherever possible.
Offer flexibility, and know when a reasonable adjustment is needed
Sometimes support is as simple as a later start, a quieter workspace, or a lighter workload for a few weeks. Where a mental health condition meets the definition of a disability under the Equality Act 2010, employers have a legal duty to make reasonable adjustments. What works will vary by person, role and circumstances, so agree adjustments together and review them regularly.
Don't assume people know what's available
Having support in place doesn't mean employees know what's available or how to access it. If your organisation has an EAP, health cash plan, or mental health first aiders, make sure your team knows where to find them and how they can help. Mention the support available regularly in team meetings, one-to-ones, and onboarding, rather than relying on employees to find it themselves.
Know where to go in a crisis
If someone tells you they're in crisis, don't try to manage the situation alone. Help them access appropriate support through your EAP or a specialist service such as Samaritans. If someone is in immediate danger, call 999.
Look after your own wellbeing too
Supporting employees through difficult conversations can be demanding, so make time for your own wellbeing too. Take regular breaks, use the support available to you, and ask your own manager for help when you need it.
Supporting employee mental health in common situations
The actions above cover most day-to-day support. But some moments call for a specific response. None of these situations need you to diagnose or solve the problem yourself. Your goal is the same each time: listen, support, and point the person towards the right help.
Someone tells you about a diagnosis: thank them for trusting you, ask what support would help right now, and explain whether anyone else needs to know and why. You don't need to have every answer straightaway. Listen first, understand what they need, and agree any appropriate next steps together.
You can see signs of burnout, but they haven't said anything: don't wait for them to come to you. Ask directly but gently: "I've noticed [specific change] lately. Is everything okay?" If they're not ready to talk, make it clear the door's open, and come back to it later.
Someone's returning after sick leave for a mental health reason: agree how their first day back will look in advance. Avoid unexpected changes or giving them a full workload straightaway. Ask what would make their return more manageable, such as a temporary change to their workload or hours, and review any agreed adjustments regularly.
Someone's performance has dropped sharply with no obvious reason: before moving straight to a disciplinary conversation, consider whether there could be a wider reason for the change and ask if everything's okay rather than immediately drawing conclusions about their performance. Approach it with curiosity, not blame.
Start with the basics
You don't need every piece in place from day one. Open conversations, regular check-ins and listening without judgement are practical places to start. From there, you can strengthen your approach with manager training, clear policies, and employee health benefits such as an EAP or health cash plan.
See how FlexGenius can help you bring employee health benefits together in one place. Download the brochure or book a demo to learn more.
