About Workplace Mental Health
Economic uncertainty. Organisational restructuring. Global events that shake confidence and stability. In times like these, employee mental health comes under significant pressure — and the role of the employer matters more than ever.
The question is not whether employers should support mental health during uncertain periods. That much is clear. The question is how to do it well, in a way that is practical, proportionate, and genuinely helpful.
Why Uncertainty Hits Mental Health Hard
Uncertainty creates anxiety. When people do not know what is coming — whether that relates to job security, changes in leadership, or broader economic conditions — their stress levels rise. Concentration suffers, engagement drops, and absenteeism increases. Left unaddressed, this can create a downward spiral that affects both individuals and organisational performance.
The challenge for employers is that they often cannot remove the source of uncertainty. What they can do is shape how it is experienced, and provide support that helps people navigate difficult periods more effectively.
Practical Steps Employers Can Take
Maintain open and honest communication. People cope better with difficult news than with silence. Regular, transparent updates — even when there is no new information — help to reduce the anxiety that thrives in a vacuum. Acknowledging that times are tough is not a sign of weakness; it is a sign of leadership.
Ensure access to mental health resources. Employee Assistance Programmes, counselling services, and mental health first aiders are all valuable tools. However, they only work if people know they exist, know how to access them, and feel safe doing so. Promotion and destigmatisation are as important as provision.
Train managers to recognise and respond. Line managers are often the first point of contact for employees who are struggling. Equipping them with the skills to have supportive conversations, recognise early warning signs, and signpost appropriate help can make a significant difference.
Promote flexibility where possible. Flexible working arrangements, whether in terms of hours, location, or workload, can provide a crucial buffer during stressful periods. This does not mean lowering expectations — it means recognising that people perform best when they have some control over how they manage their work.
Foster a culture of openness. This is the hardest part, and the most important. Creating an environment where people feel safe to talk about their mental health requires consistent effort from leadership, clear messaging, and visible follow-through.
Balancing Business Needs with Wellbeing
One of the most common questions we hear is how to balance the demands of the business with the need to support employee wellbeing. The truth is that these are not competing priorities. Organisations that invest in mental health during difficult times tend to see better retention, higher engagement, and faster recovery when conditions improve.
Standards like ISO 45003 provide a practical framework for integrating psychological health into your existing health and safety management system, ensuring that wellbeing is not treated as a separate initiative but as a core part of how the business operates.
Getting Started
If you are unsure where to begin, start with a conversation. Talk to your people. Find out what they need. Audit what you already have in place and identify the gaps.
At Being Real, we work with organisations to build practical, evidence-based approaches to workplace mental health — particularly during the times when it matters most. If you would like to explore how we can help, please get in touch.
Peter Kelly, Founder and Director, Being Real