Progress is rarely linear, often branching out to expose different aspects and issues that we might have previously forgotten to address. Such is the nature of the conversation around mental health in the workplace, where we now know more about prevailing issues than ever before, but we still lack the in-depth understanding necessary to support employees as they work to navigate their roles, identities, and skills.
Many employers are more flexible in how they approach health-related accommodations. In many organizations, stress and burnout are managed with a gentler approach to ensure the workforce can step back when needed, without repercussions. Still, we have some ways to go before the veil of discomfort surrounding these topics is entirely lifted from daily operations.
The 2026 NAMI-Ipsos Workplace Mental Health poll found that 30% of workers feel “very stressed,” marking an increase of 11 percentage points since 2024. This is natural given the rise in global conflict in parallel with the unbalanced state of employment today, but discussing this shift is not always easy. While 78% of employees believe their managers care about their mental health, only 54% feel like the organization as a whole prioritizes their mental health. This gap tells us there is still room for improvement.
When employees thrive, so does the workplace. (Image: Freepik)
The Employer Role in Mental Health Management Is More Significant than We Imagine
Yes, individuals are primarily in charge of their mental health. However, considering how much of their time is spent in the workplace and how their lives often tend to revolve around their jobs, employers also have a role in influencing and managing employee mental health. Operating as the direct representatives of the organization in areas of employee management, this task of mental health support often falls to managers, but many are unprepared for the responsibility.
Fewer than three in ten managers state that they have received training on how to approach the topic of mental health with their teams. One in three managers reports that they do not feel their companies have provided sufficient resources to support the health and well-being of their teams.
At this juncture, merely offering resources to aid with mental health management isn’t enough either. Many employers invest in resources that could help the workforce, but they don’t bridge the gap between these support systems and worker access to them. The NAMI-Ipsos poll found that only six in ten employees know how to access mental health care through their employer-sponsored health insurance. About 57% of employees report a lack of training and awareness on the mental health offerings provided by their workplace.
When Managers Lead With Training and Support, the Workforce Flourishes
Normalizing the many facets of mental health at work is only the first step towards building an organization where employees feel safe and supported. Employees will only be willing to broach these difficult conversations when they aren’t afraid of being penalized for it, and this switch doesn’t happen overnight. To understand more about turning these hush-hush conversations into openly broached ones, we turned to Paychex, a digital HR technology provider that prides itself on its expertise in workplace management.
Lisa Reyes, Manager of HR Strategic Services and Talent Enablement at Paychex, helped us dive a little deeper into the many forms that the disruption to mental health can take on in the workplace, and what we can do about them. From equipping managers with the tools they need to building psychological security, her advice might offer some transformative solutions to businesses globally.
The HR Digest: Stress and burnout at work often mark the extent of conversations on mental health, but there can be many ways that it takes shape on the job. What are some of your observations of how declining psychological well-being can manifest in the workplace?
Lisa Reyes: It can manifest and show up in a few different ways when it comes to behavior, performance, and attendance. The biggest sign is the abrupt change or unusual pattern in behavior that presents itself. Overall, it’s a change from an employee engagement standpoint.
Employees who were once proactive and energized may become more withdrawn, hesitant to contribute, or less responsive. There can also be a noticeable increase in decision fatigue, where even routine tasks feel overwhelming or delayed. They could also have more absences or tardiness.
Interpersonally, it may surface as increased sensitivity, conflict, or reduced collaboration, as individuals have less emotional capacity to navigate team dynamics. Similarly, from a performance perspective, we sometimes see inconsistencies in missed deadlines, reduced attention to detail, or difficulty prioritizing work.
On the flip side, not all manifestations are seen as necessarily negative. Some employees could present in overcompensation, which could look like working longer hours, not asking for help, displaying a reluctance to delegate, or having difficulty disconnecting from work.
The HR Digest: Managers are often best placed to pick up on these signs and address them. How do you suggest they approach this responsibility?
Lisa Reyes: Managers shouldn’t be afraid to get to know, and be attuned to, changes or unusual patterns in behavior, performance, or attendance. Creating and maintaining a culture of psychological safety is foundational. Employees need to feel comfortable speaking up without fear of judgment or negative impact.
Managers will need to be careful in approaching this responsibility with intention, empathy, and appropriate boundaries. It’s about balancing accountability with empathy, while still maintaining expectations.
When it comes to supporting employees, managers should address them early through open, supportive conversations. They don’t need to act as mental health experts, but they should lead with curiosity and be equipped to ask thoughtful, non-assumptive questions, and practice actively listening to understand.
Managers could also benefit from gaining access to HR support and employee assistance programs in order to better perform these roles. Other benefits, such as providing flexibility when possible, can often help employees navigate challenges more effectively.
The HR Digest: Mental health is often linked to safety and security in the workplace. How do you recommend organizations improve the safety standards in the workplace, whether for physical or psychological safety?
Lisa Reyes: At its core, it starts with creating an environment where employees feel secure, supported, and respected. This could mean maintaining clear policies, consistent training, and accountability to ensure standards are not only defined but actively reinforced.
Psychological safety requires a more cultural focus. Organizations should prioritize building trust through transparent communication, inclusive leadership practices, and clear expectations around respectful behavior. I would say it’s critical that leaders model this culture by encouraging open dialogue, listening without judgment, and responding constructively to feedback or concerns.
Workplaces should ensure employees have access to resources, whether that’s HR support, mental health benefits, or employee assistance programs.
The HR Digest: Systemic changes are often necessary for a shift towards a culture where mental health is openly acknowledged. What are some of the strategies you’d recommend for leadership to approach this shift?
Lisa Reyes: It needs to start from the top. Leadership must first set the tone by normalizing conversations around mental health. This could be achieved by modeling openness, demonstrating vulnerability where appropriate, and consistently reinforcing that well-being is a priority.
They can also look at embedding mental health into everyday practices rather than treating it as a standalone initiative, for example, only bringing it up during Mental Health Month in May. This includes equipping managers with the skills and confidence to have supportive conversations, integrating well-being into leadership expectations, and aligning policies to support flexibility, balance, and sustainable, realistic workloads.
Transparency and consistent communication are also key. Organizations should create clear, accessible pathways for employees to raise concerns and seek support, while ensuring follow-through, so employees see their voices lead to meaningful action.
The HR Digest: Despite some benefits being made available for employees, many often hesitate to use them. How do you think management can address this?
Lisa Reyes: Management should go beyond offering benefits and focus on building trust. That starts with normalizing their use. Managers and leaders can play a key role by consistently reinforcing that these resources are not only available but encouraged, and most importantly, that using them will not negatively impact an employee’s career.
If managers are comfortable, sharing their own experiences in leveraging these benefits may also open up more employees to using them. Oftentimes, employees only hear about these benefits during onboarding and open enrollment. Communication and visibility are another big opportunity. Benefits should be easy to access, clearly explained, and regularly reinforced. It really comes down to trust, consistency, and reinforcement.
The HR Digest: For organizations that are just getting started with mental health initiatives, what is a good first step for them to begin work?
Lisa Reyes: The most important first step is to build a strong foundation of awareness and trust. Start with leadership clearly acknowledging the importance of mental health and setting the tone that well-being is a priority. Focus on educating and equipping managers. Managers are often the first point of contact, so giving them the tools and confidence to recognize concerns, have supportive conversations, and guide employees to resources is critical.
Start simple by ensuring employees are aware of existing resources, such as employee assistance programs or mental health benefits, and communicate them clearly and consistently. It’s also important to gather employee feedback. Understanding their needs helps ensure that any initiatives introduced are relevant, meaningful, and aligned.
The HR Digest: For employers and HR teams reading, what are some essential things to keep in mind regarding employee workplace well-being?
Lisa Reyes: Employee well-being and mental health are no longer a stigma, and it’s an essential part of how organizations operate. Employees are more open than ever about their needs or what they might be facing on a personal level. There is an opportunity for organizations to respond in a meaningful and consistent way. This cannot be treated as a once-a-year focus or addressed only during moments of awareness.
To truly support well-being, organizations should embed it into their daily culture and business rhythms. A practical way to do this is by aligning well-being efforts with natural points throughout the year. Organizations should think about their industry and operations, and recognize during peak periods, where stress and workloads may be higher. These moments create meaningful opportunities for leaders to proactively check in, reinforce available resources, and normalize conversations around support.
When leaders are intentional and consistent, well-being becomes part of how work gets done and does not become an afterthought. This is what ultimately builds trust, strengthens engagement, and enables employees to perform at their best.
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