How does mental health training boost employee retention?

Good mental health is a fundamental part of a healthy, productive workplace. More and more organisations recognise that supporting mental wellbeing isn’t just good for people, it’s good for business too.

When employees feel understood, supported, and safe to be themselves, they’re far more likely to stay engaged and committed to their work.

That’s where mental health training makes a real difference. By giving teams the skills and confidence to talk openly about mental health, spot the signs of someone who might be struggling, and respond appropriately, businesses can build a more supportive culture from the ground up.

The result? Stronger relationships, fewer people burning out, and greater staff retention over the long term.

Let’s take a closer look at the connection between good workplace mental health training and employee retention.

Why employee retention matters

According to research by the Society for Human Resource Management (SHRM), it costs you 6 to 9 months' wages every time you replace a salaried employee.

Their breakdown, by annual salary:

  • 16% of the annual salary of your employees earning under £30,000.
  • 20% of the annual salary of employees earning between £30,000 and £50,000. So, it’ll cost £8,000 to replace that £40,000 p.a. manager that’s just left.
  • Up to 213% to fill executive positions. Yes, that’s a potential cost of £213,000 for a £100,000 CEO position.

The costs of a high staff turnover encompass:

  • Loss of productivity while you fill the staffing gap
  • All the elements involved in recruiting a new staff member: advertising, recruitment agency fees, screening and interviewing time, assessment tech
  • Embedding the new hire: New equipment, training cost, time to learn = slower productivity

You don’t just lose financially. You lose the institutional knowledge built up by employees over time. A high staff turnover often negatively impacts morale for the team left behind and sometimes triggers a snowball of other resignations. It can also do reputational damage to your organisation, meaning you lose out on attracting top talent. And if you don’t actively look after your employees, you're inevitably going to lose them to your competition.

Employee engagement is key for your employees and your bottom line

You don’t just want people physically ‘at work’ – successful organisations need their employees to be actively engaged in their roles.

According to a 2024 Gallup survey, “$9.6 trillion in productivity would be added to the economy if the global workforce was fully engaged. That would represent a 9% increase in global GDP.”

Given how much time we all spend at work, it’s no surprise that “Half of employees who are engaged at work are thriving in life overall, compared with only a third of employees who are not engaged.”

This global picture is rather disheartening. And that’s just one set of statistics that all tell the same story. But it’s not really a surprise, is it?

The brilliant thing about being a leader is that you have the power to make things better for your employees – and get their best selves at work.

How employee loyalty contributes to better team performance, morale, and organisational growth

Employee loyalty brings stability, energy, and cohesion to a workplace. When people feel genuinely supported and choose to stay, the whole organisation benefits. Some of the key benefits include:

  • Better team performance and morale: Loyal employees are more motivated, collaborative, and committed – boosting productivity and lifting team spirit.

  • Stronger organisational growth: A stable, experienced workforce drives consistent progress and helps maintain momentum through well-managed change.

  • Enhanced reputation as an employer: People talk. And they talk about work a lot. A supportive culture attracts top talent because they hear about how fabulous your organisation is from the people who already work there.

  • Higher employee engagement: If your staff spend their working hours feeling resentful and constantly looking for greener grass, they’re not going to be highly engaged with the actual work. Staff who are loyal are more likely to take initiative, contribute ideas, and go the extra mile because they feel their investment is valued. So you get the most out of their talents, time and new ideas.

  • Better teamwork and innovation: Trust and long-term relationships create the conditions for creative thinking and stronger collaboration.

  • Lower absenteeism and presenteeism: A healthy, supportive environment means fewer people off sick or struggling through the day unwell.

Loyalty isn't something you can mandate, but when you invest in your people’s mental health and wellbeing at work, it often follows naturally.

So, how can mental health training help you develop employee loyalty and increase staff retention…?

The link between mental health training and employee retention

A toxic workplace culture is ten times more likely to provoke a resignation than salary potential. This startling information is from a recent research into the complex reasons behind ‘The Great Resignation’ that started in 2021.

When organisations take mental wellbeing seriously, it has a ripple effect across the whole workplace. Mental health training plays a key role in this because it gives leaders and teams the tools to better understand and support each other.

Here’s how supporting employees’ mental wellbeing links directly to stronger retention:

  • Job satisfaction: When people feel mentally well, they’re more likely to enjoy their work, feel confident in their role, and experience a sense of purpose and fulfilment.

  • Engagement and motivation: A supportive culture helps people stay focused and energised, reducing burnout and keeping motivation levels high.

  • Trust in leadership: Leaders who are equipped to talk openly about mental health build credibility and trust. Staff are more likely to stick with managers who genuinely care about their well-being.

  • Loyalty to the company: When employees feel seen as whole people, not just a payroll number, they’re far more likely to stay committed over the long term.

In short, when mental well-being is woven into the culture through training and everyday practices, it creates a workplace where people want to stay – not just because they have to, but because they choose to.

Mental health training reduces stigma

Good mental health training reduces stigma surrounding mental health. When people feel they have to hide their struggles, it can lead to silence, shame, and ultimately, absence.

For example, some people who have been on long-term sick leave for mental ill health are often too embarrassed to return, and just leave for other employment.

But when you have expert-led training, it:

  • Opens up honest conversations: Training creates a shared language and understanding, helping staff and managers talk more openly about mental health.

  • Encourages early support-seeking: When stigma is reduced, employees are more likely to ask for help early on, before things reach crisis point.

  • Reduces long-term absence: A supportive, well-trained team can make the difference between someone returning confidently or quietly leaving for another job.

  • Builds a culture of understanding: When everyone is on the same page, there’s less judgement, more empathy, and a stronger sense of psychological safety.

  • Prevents talent loss: With the right training and a clear mental health strategy in place, employees are far more likely to stay, recover well, and continue to contribute.

Reducing stigma isn’t about ticking boxes. Investment in mental health training shows that you’re serious about building a culture where everyone feels able to bring their whole self to work, and to stay for the long term.

Build a culture of care and support

At the heart of every thriving workplace is a culture where people feel genuinely cared for. Mental health training can be a powerful starting point. It equips teams with the skills to listen, respond with empathy, and create a safe space for open conversations.

Care isn’t just a brand value – it’s a practical foundation for a stronger, more connected workplace.

Empower managers to deal with mental health-related concerns

Equipping your managers with the right mental health training is essential for creating a workplace culture where employees feel psychologically safe, supported, and respected.

When leaders are trained to recognise the early warning signs of mental health concerns, they are better able to intervene appropriately and sensitively – helping to address issues before they escalate into long-term sickness or crisis situations.

With proper training, your managers and team leaders will confidently navigate conversations around mental health – from preparing an employee for a doctor’s appointment to planning a structured return-to-work process. This might include phased returns, reduced hours, or flexible responsibilities, all tailored to the individual’s needs and capacity.

By leading with empathy and informed action, managers and team leaders play a pivotal role in reducing stigma, improving outcomes, handling trauma, and ensuring mental health is effectively managed across your organisation.

Ultimately, well-prepared leaders help build healthier, more resilient teams where concerns are addressed early and recovery is supported in a meaningful, sustainable way.

Improve overall workplace wellbeing

You’re in such a great position! The right mental health training will improve employee wellbeing across your organisation. Proactively addressing workplace stress leads to happier, more focused teams, boosted productivity and engagement, and reduced staff turnover.

Alongside this, well-being-focused cultures attract top talent because job seekers are increasingly prioritising workplaces that genuinely care. Highlighting your mental health initiatives during recruitment, such as flexible work options or wellbeing budgets, shows you walk the talk.

By building a culture that genuinely supports mental health, businesses not only improve day-to-day well-being but also lay the foundation for long-term success. A workplace that invests in its people’s resilience is one where everyone is able to do their best work.

Actionable steps to boost employee retention with mental health training

Tackling improvements to your workplace culture, mental health strategy, and overall well-being of your people is an exciting prospect. It can also be a daunting one. Here are some steps to get started.

  1. Assess your organisation’s current approach to mental health
    Look at what’s already in place, where the gaps are, and how mental health is discussed (or not) across different teams. This will help you set realistic goals and identify where training can make the most impact.

  2. Invest in role-specific training to meet the needs of different groups
    Leaders need the tools to spot early warning signs, have sensitive conversations, and manage returns to work. Team members may benefit from training on managing stress, building resilience, and supporting peers.

  3. Embed deeper understanding with ongoing mental health training
    One-off sessions are a good start, but real change happens when learning is continuous. Include mental health in your leadership development, onboarding, and annual training calendars to keep skills sharp and your culture strong.

  4. Create space for conversations and reflection
    Everyone already has a full calendar. You need to build in regular time for check-ins, team reflections, and wellbeing-focused meetings. Training should go hand-in-hand with opportunities to practise what’s been learned in everyday work.

  5. Partner with experts to guide your strategy
    Working with specialists like Resilient People ensures your mental health training is relevant, impactful, and sustainable. We help you build an evolving, long-term strategy that supports your people and improves retention.

You don’t have to work out how to improve staff retention by yourself. Get in touch today and we’ll talk through the best mental health training options for your organisation.

How does mental health training boost employee retention?

19.05.2025

How does mental health training boost employee retention?

Mental Health Awareness Week: Community and Psychological Safety

01.05.2025

Mental Health Awareness Week: Community and Psychological Safety

How to support railway employees exposed to traumatic events

25.04.2025

How to support railway employees exposed to traumatic events

How to support railway employees exposed to traumatic events

All railway employees – from drivers and conductors to station staff and maintenance crews – often face challenging and traumatic events as part of their everyday work. Violence, accidents, fatalities, and near misses aren't just rare incidents; they’re a real and recurring risk across the rail industry.

The impact of these experiences can be far-reaching. We know that trauma affects mental health, job performance, and long-term well-being if left unaddressed. But it can be difficult to put the right support in place for your employees.

At Resilient People, we believe in acknowledging these challenges with honesty and compassion. You can make a huge positive difference to your organisation by creating a trauma-informed workplace culture where everyone feels seen, supported, and psychologically safe.

This blog post offers practical guidance on how to help your railway staff at key moments – from emotional first aid immediately following an incident to the embedded structures that create ongoing support.

TW: This article discusses different types of traumatic experiences, including death by suicide and other fatalities. Please consider whether this is the right time for you to read this before you continue.

Types of traumatic experiences railway workers are exposed to

Railway workers face different types of traumatic experiences. These are some of the Reporting of Injuries, Diseases and Dangerous Occurrences Regulation(RIDDOR) statistics reported to the Office of Rail and Road, for the year March 2023-March 2024:

Across all mainline networks, trams and the London Underground:

  • No workforce fatalities for the first year since 2016
  • 10,709 total injuries to staff, passengers or members of the public
  • 22 fatalities from injuries (not including suicide)
  • 1,325 severe injuries that needed hospitalisation
  • 1,178 cases of shock and trauma
  • 342 suicide, or suspected suicide attempts, resulting in 274 fatalities – the highest number since 2020

That’s nearly one suicide attempt every day.

Mainline railworkers:

  • 104 rail staff specified injuries (the most serious reportable injuries) – this is an increase of 4% on the previous year
  • Total of 4,456 workforce injuries (specific, over 7 days, and non-severe)
  • 4,352 other injuries

Station staff:

That’s a wide range of traumatic experiences, from witnessing fatalities and serious accidents to dealing with near misses, verbal abuse and violence, or discovering someone in distress.

All of these situations are deeply upsetting, and the effects aren’t always immediate or visible. That’s why your mental health support plan needs both reactive and preventative elements.

It’s not only about what happens just after an incident happens but also about helping workers feel mentally prepared before anything occurs. Support can be broadly categorised into two areas:

  1. Immediate action: Including psychological first aid, peer support, and time to decompress following an event
  2. Long-term action: Involving expert-led trauma training, access to counselling, regular mental health check-ins, and building a workplace culture that recognises and responds to trauma in a meaningful way.

Both parts are essential to sustaining the good mental health of your railway employees. Let’s explore each type in more detail…

1. Providing immediate support for railway workers after a traumatic event

In the aftermath of a traumatic experience, the right support can make all the difference. It’s about more than responding – it’s about reassuring, protecting, and allowing space to process.

Immediate support should prioritise safety, dignity, and compassion. Here’s how:

Provide a safe space

As soon as possible, move the affected employee to a private, quiet area – ideally somewhere calm, away from operational activity, public view, and loud noises. This could be a break room, office, or designated well-being area.

The aim is to give them a sense of physical and psychological safety – a place where they can start to regain a feeling of control.

Offer Mental Health First Aid (MHFA)

If trained personnel are available, Mental Health First Aid should be offered. This doesn’t mean counselling – it means listening calmly, providing reassurance, and being present.

Offer simple physical comforts like water, a warm drink, a blanket, or tissues. Ask if they’d like someone contacted (a family member, friend, or union rep).

Your presence and gentle approach help reinforce that they’re not alone, that their well-being is a priority, and that they’re going to be okay.

Acknowledge their experience

Traumatic incidents can leave people feeling shocked, numb, tearful, guilty, angry, or completely shut down. All of these reactions are normal. Let them know it’s okay to feel whatever they’re feeling.

You don’t need to probe or ask for details – simply saying something like, “You’ve just been through something really difficult, so it’s completely okay to feel overwhelmed right now” can go a long way in helping them feel validated and supported.

Initial time off

It’s important to allow the person to step away from their duties without having to explain themselves or feel guilty for leaving. Encourage them to take the rest of the day off – and longer if needed – and make it clear that their immediate well-being comes first.

Offer to arrange transport home or ensure someone can meet them if they’re not okay to travel alone.

Debrief, don’t interrogate

In the hours following an incident, it’s natural to want to understand what happened. But this isn’t the time for formal questioning or fact-finding, especially if they’ve already given a witness statement to the police.

Instead, provide a gentle, non-judgmental check-in. Focus on how they’re feeling rather than what they saw or did. Avoid putting them on the spot.

A question like “How are you feeling now?” or “Is there anything you need right now?” can create space for them to talk if they want to – and stay silent if they don’t.

2. Providing long-term mental health support and ongoing counselling

Support after a traumatic event shouldn’t stop once the initial crisis has passed. In fact, it’s often in the days, weeks, and even months that follow that people begin to process what happened. This is where longer-term support within a mental health strategy becomes critical.

Here are some elements to include in your meaningful, sustained mental health care:

Early access to professional help

Getting timely access to the right support can make all the difference in preventing longer-term mental health issues.

Offer clear, simple pathways to trauma-informed professionals – whether through your organisation’s Employee Assistance Programme (EAP) or external specialists in crisis response.

It’s vital that the services provided understand the unique pressures railway workers face and are trained in supporting people who’ve experienced shock, loss, or high-stress situations.

Normalise counselling

One of the biggest barriers to long-term recovery is stigma. Some employees may feel they should ‘tough it out’ or keep going for the sake of their team – particularly in male-dominated industries like the railway industry.

That’s why it’s important to:

  • Tackle the source of this stigma with mental health awareness training that gives your employees the language and workplace culture to discuss their mental health comfortably.

  • Consistently frame counselling and psychological support as a strength, not a weakness. Use language that makes it clear this is not only accepted but encouraged: “It’s completely normal to need support after what you’ve experienced—in fact, it’s a sign of strength to reach out.” Leadership teams and line managers play a key role in setting this tone.

Flexible support options

Everyone responds differently after a traumatic event, and what feels safe or comfortable for one person might not suit another. That’s why offering choice is essential.

Make sure employees have access to a range of formats, including in-person counselling, telephone support, and secure online therapy sessions. Flexibility helps remove barriers, especially for those who may not feel ready to speak face-to-face or who work irregular hours.

Regular check-ins

Recovery isn’t linear, and sometimes the emotional impact of a traumatic event doesn’t surface right away. Scheduling confidential follow-up check-ins creates ongoing opportunities for support. It gives individuals reassurance to know that management understands this and they’re not expected to be ‘fine’ after a set date.

Ideally, check-ins will be scheduled at 1 week, 1 month, and 3 months after the incident.

These can be carried out by a trusted line manager, HR professional, or designated well-being lead. Check-ins should be informal and focused on how the person is feeling, not on performance or return-to-work pressure.

Watch for delayed symptoms

Some signs of trauma don’t show up immediately. Managers and colleagues should be aware of potential delayed symptoms of PTSD or ongoing stress. These can include withdrawal or avoidance behaviour, irritability, difficulty concentrating, sleep issues, or increased absenteeism.

Your team leaders need training and awareness sessions to help them spot these signs early and respond with empathy and appropriate referrals – not discipline or judgement.

How Resilient People supports you – before, during, and after trauma

Supporting railway workers through trauma isn’t just about reacting to what’s happened – it’s about preparing, responding, and following up in a way that builds long-term resilience.

At Resilient People, we specialise in helping organisations create environments where people feel safe, supported, and understood, no matter what challenges they face.

You get a tailored package of support chosen from the full range of our expertise and experience, which includes:

At Resilient People, we don’t believe in one-size-fits-all solutions. Every railway team is different, and we’re here to help you find the right fit.

Call us today to talk through the best approach for your railway workers. Let’s build a healthier, more resilient workplace together.

How does mental health training boost employee retention?

19.05.2025

How does mental health training boost employee retention?

Mental Health Awareness Week: Community and Psychological Safety

01.05.2025

Mental Health Awareness Week: Community and Psychological Safety

How to support railway employees exposed to traumatic events

25.04.2025

How to support railway employees exposed to traumatic events

5 Practical Tips to Go Beyond Mental Health Policies at Work

Many organisations proudly showcase their mental health policies. But too often, these theoretical commitments just stay in their folders, are never translated into practical application, and don’t actually improve the everyday reality of staff.

By not bridging this nuanced step from theory to practice, managers are showing their people:

  • Your mental health policy isn’t worth the paper it’s written on – there’s simply no impact.

  • Your organisation’s verbalised support for employees with mental health issues is performative, rather than genuine.

  • You’re missing the opportunity to invest in building a psychologically safe environment - with all its benefits for your people and your bottom line.

For mental health initiatives to truly matter, they must be woven into the fabric of workplace culture.

This blog post offers 5 actionable tips to help organisations bridge the gap between theory and practice to create a workplace environment where mental health is supported in real, meaningful ways.

The difference between theory and practice in mental health

“In theory there is no difference between theory and practice, while in practice there is?” Benjamin Brewster, The Yale Literary Magazine

It’s likely that if you have policy-making responsibilities, you recognise this tricky philosophical question. Just because there’s a policy about something, doesn’t mean that it’s happening (or not happening) in everyday working life.

But being aware of this distinction doesn't make it any easier to tackle. In terms of mental health strategy, you know where you are, and you know your destination. But mapping the journey is the piece that can be difficult to define.

So, here are 5 steps to take your mental health policy from paper into a useful reality.

1. Train everyone regularly – not just once

Mental health training isn't a ‘one and done’ activity. To build a culture that genuinely supports wellbeing, every employee – regardless of role or seniority – should receive mental health awareness training as part of their onboarding process and ongoing professional development.

When everyone has a shared baseline of understanding, it fosters empathy, reduces stigma, and encourages open conversations from day one. This results in:

Increased managers’ confidence

While a general awareness is important for all staff, managers need deeper, more specialised training. They’re often the first point of contact when someone is struggling, so they should be equipped to recognise early warning signs, initiate supportive conversations, and respond appropriately to disclosures. This includes understanding boundaries, knowing when to signpost to professional help, and how to maintain confidentiality and trust.

Staying current

Importantly, mental health knowledge isn’t static – it evolves with research, social awareness, and workplace dynamics. That’s why training should be refreshed and reinforced at least annually. Regular updates ensure your team stays informed about best practices and continues to build confidence in how to respond in real-world situations.

An opportunity to practice the theories

Gold standard mental health training isn’t just theoretical. Real impact comes from practical exercises like roleplays, scenario-based discussions, and interactive workshops. These methods help employees and managers feel prepared, not just informed – and ready to support the whole team with confidence and compassion.

2. Create visible, accessible support networks

Establishing strong, visible, and accessible support networks within an organisation is essential to fostering a culture where mental health is prioritised and openly discussed. This can be achieved through several interconnected initiatives that empower employees, encourage peer engagement, and ensure support is always within reach.

Peer support programmes

Implementing a peer support programme can make a significant difference in how comfortable your employees feel seeking help.

By training volunteers from various departments and levels of your organisation, businesses can create a network of approachable and trained individuals who serve as first points of contact for mental health concerns.

Of course, this peer support network doesn’t replace professional help. But it gives employees designated people to go to with their mental health issues, knowing:

  • They have training in active, non-judgmental listening and some knowledge of the signs and symptoms of poor mental health
  • People have volunteered to take on this role – no one’s ‘bothering anyone with their problems’; it’s part of their workplace responsibilities
  • They’ll be able to signpost relevant resources to get more specific support

It’s vital to look after the people in this role with regular check-ins and refresher training to help maintain their confidence and programme effectiveness.

Well-being champions

Your well-being champions have a slightly different role. They take the support network a step further by promoting well-being initiatives, normalising mental health conversations, and driving cultural change from within.

Ideally, you’ll have mental health champions from all levels of your organisation – from C-suite to entry-level staff. This ensures increased representation and visibility for all the different types of people working in your business.

Clear resource hub

It’s really important to have one go-to place where people can easily find mental health support. This could be a page on the intranet or an employee portal – somewhere simple that everyone can access.

The hub should include things like:

  • Info about support programmes within your company
  • Contact details for mental health first aiders and mental health champions,
  • Links to external help, like Samaritans, Mind, and any industry-specific organisations
  • Self-help resources and advice on things like dealing with stress, or coming back to work after time off

The hub should be easy to find, mobile-friendly, and kept up to date. For example, a quick link on people’s desktops can make a big difference, highlighting that support is just a click away.

3. Champion mental health at work from the top down

As a member of the leadership, you need to lead from the front if you want to create a truly psychologically safe workplace.

By actively challenging mental health stigma and promoting mental well-being, leadership teams send a strong message to the whole organisation. It’s time to show, not tell – these are real company values, not just ‘HR policy stuff.’

There are lots of simple but powerful ways you can lead by example, including all the ones you’re already doing, such as:

  • Promote well-being events – and physically be there to open them
  • Participate in mental health training with a trusted provider like Resilient People
  • Talk openly about your own mental health journeys (if/when you feel comfortable doing so)
  • Make time to check in with your teams to help normalise the conversation around well-being and poor mental health
  • Model good work-life balance by taking breaks, leaving at a reasonable hour, and prioritising family – making sure all of this is visible to your employees.

These small actions show that it’s okay to speak up and seek support, no matter your level in the business.

KPIs for managers

It’s also important to build mental health awareness and support into how we measure success. Managers should be recognised and rewarded not just for hitting targets, but also for how they support their teams.

This could mean including ‘provide mental health support’ as part of performance reviews, encouraging behaviours like creating safe spaces for conversation, being approachable, and knowing how to spot when someone might be struggling.

Accountability

Appointing a senior leader as the visible sponsor for mental health initiatives helps keep the conversation going at board level too. This person can champion new ideas, back up internal campaigns, and make sure well-being stays on the agenda when big decisions are being made.

Zero tolerance

It should be crystal clear that ignoring or responding poorly to mental health concerns isn’t just unhelpful, it’s an unacceptable problem. Supporting mental health in the workplace isn’t optional – it’s part of your job as a leader. Making that expectation part of how we assess performance helps drive real, lasting change.

4. Embed mental health into everyday practices

For mental health awareness to really stick, it has to become part of the day-to-day – not just something talked about during awareness weeks or after a traumatic event.

By weaving the language and knowledge into everyday routines and conversations, you can build a culture where looking after mental well-being feels normal, not like an awkward afterthought.

Start with team meetings

A simple check-in like, “How’s everyone doing today?” or, “What’s one word to describe how you're feeling this week?” can go a long way. It shifts the focus from just tasks and deadlines to how people are actually feeling. Over time, these small moments create trust and open up space for honest conversations.

Flexibility

Encouraging remote working, flexible hours, or taking mental health days shows that your organisation understands life isn’t one-size-fits-all.

When people feel trusted to manage their time and energy, it reduces stress and helps prevent burnout. You could also introduce ‘no meeting’ afternoons or encourage people to block out quiet time for focus or recharging.

Regular reminders and updates

Keeping mental health visible throughout the year helps keep it in the spotlight, reinforcing how important your employees’ mental health is to the whole organisation.

Monthly or quarterly themes give teams a chance to focus on one topic at a time. You can start planning under broad headlines like ‘Stress Awareness’, ‘Preventing Burnout’, or ‘Building Resilience.’

These can be supported by short articles, workshops, guest speakers, or even casual team discussions. For example, a ‘Resilience Week’ might include a workshop with us, a voluntary guided meditation session, and a resource pack on managing pressure.

Other simple ideas include:

  • Sharing regular well-being tips in team newsletters or Slack channels
  • Encouraging walking meetings or outdoor catch-ups where possible
  • Creating a shared playlist or gratitude wall to boost morale
  • Offering quick pulse surveys to check in on how people are really doing

The goal is to keep mental health on the radar – not just when things go wrong, but as an ongoing, everyday part of how your team works together.

5. Measure, learn, and improve

Just like any other part of your business strategy, your mental health efforts need to be properly measured, monitored, analysed, and altered according to any actionable insights.

There are several things you can do to establish a dynamic evaluation process for your mental health policies and practice:

Gather feedback

Start by regularly checking in with staff through anonymous surveys or quick pulse checks. Ask about their mental health, how supported they feel, and what could be better. This gives you real insight into how your workplace culture is affecting well-being, and helps spot issues before they become bigger problems.

Take action

Make a point of showing employees how their voices lead to action.

For example, if people say they’re struggling with back-to-back meetings, you might trial a “no meetings” afternoon. Then, clearly communicate the link: “You said meetings were overwhelming, so we introduced focus time every Wednesday.”

This kind of follow-up shows you’re listening and builds trust over time.

Review

It’s also important to regularly review your mental health policies and support strategies. What worked last year might not work now.

Use employee feedback, industry best practices, and expert advice to keep things fresh, relevant, and effective. That could mean updating your mental health training, adding new support tools, or making policies more inclusive.

In short, make mental health support something that evolves with your workplace—not something you set and forget. When people see that their feedback drives real change, they’re far more likely to stay engaged, give you their honesty, and feel valued.

Resilient People: Helping you turn commitment into culture

The fact that you’re exploring ways to support your employees’ mental health already speaks volumes – it shows a genuine commitment to building a healthier, more compassionate workplace.

At Resilient People, we know that this kind of proactive leadership can create real, lasting change. When mental health is championed from the top down and woven into everyday culture, it doesn’t just support individuals – it transforms teams and strengthens businesses as a whole.

We're here to help you turn that commitment into action with the tools, training, and strategies that truly make a difference. Together, we can build a workplace where well-being isn't just talked about, it's lived every day.

Give us a call today– we’ll work out what your people need, together.

How does mental health training boost employee retention?

19.05.2025

How does mental health training boost employee retention?

Mental Health Awareness Week: Community and Psychological Safety

01.05.2025

Mental Health Awareness Week: Community and Psychological Safety

How to support railway employees exposed to traumatic events

25.04.2025

How to support railway employees exposed to traumatic events

Implementation tips for mental health first aid training

Mental Health First Aid (MHFA) training is a powerful tool for creating a more supportive and resilient workplace. But to make a real impact, it needs to be implemented properly.

Simply sending a few employees on a course isn’t enough – MHFA should be embedded into your workplace culture, with clear structures and ongoing support. From choosing the right training provider to tracking its effectiveness, every step matters.

In this article, we’ll share practical tips to help you integrate MHFA training successfully, ensuring it delivers real benefits for both employees and your business.

Setting the foundation for MHFA training

There are 3 main foundational pillars to establish before you embark on any MHFA training: an audit of your workplace needs, management support, and alignment with other company policies and procedures.

This ensures that your MHFA training isn’t:

  • A ‘tick in the box’ to meet Health and Safety requirements
  • Something that only applies to employees, not management
  • One standalone session without any further follow-up
  • An off-the-shelf product that doesn’t address the specific needs of your organisation
  • A responsibility that’s passed off to trained mental health first aiders, with no further training or support
  • Seen as something that ‘solves’ mental health issues without expecting any further education into the nuances of the topic

A full commitment to developing a psychologically safe work environment begins with these 3 actions:

Step 1: Assess workplace needs

This means carrying out an internal mental health risk assessment – just as you do for physical threats to employee health and safety.

You need to identify potential mental health risks – the Health and Safety Executive has a useful framework to follow for this stage. Then you need to evaluate the impact of these risks and consider what you can do to mitigate them.

Bear in mind that different workplaces will have different types of risk. For example, in the construction industry, the likelihood of employees having or witnessing serious injury at work is much higher than in an office-based business. In this case, you have the option to add Trauma Risk Management and Trauma Prepared courses as part of mitigating the impact of unavoidable mental health risks.

Step 2: Get leadership buy-in

Even general discussions about mental health issues put people in a place of vulnerability. It’s crucial that your leadership team is fully onboard and supports full implementation of MHFA training.

We all know that the only way to ensure proper funding and prioritisation of any new initiative is through management support.

It’s also the only way that your people feel that their mental health is important to the organisation – and not seen as just another annoying Health and Safety issue to meet.

Step 3: Align mental health training with company policies

Positive mental health changes can’t become embedded into your workplace culture unless they’re fully integrated into existing health, safety and wellness initiatives.

Consider how new knowledge, skills and expectations from MHFA training can be woven into your current policies and procedures.

How to roll out MHFA training with success

You want to avoid the common problems of MHFA training and make the most of your investment. This can feel overwhelming, particularly if this is a new venture for your organisation.

We’ve summarised the key things you need to do to really maximise the positive impact of your MHFA training—it’s often truly transformational!

Here are our 5 steps to success:

1. Choose the right MHFA training provider

With continued discussions around making MHFA training mandatory, a lot of new providers are popping up – many more focused on profit than real impact. But MHFA training isn’t just a tick-box exercise, it’s one piece of a much bigger approach to workplace mental health.

MHFA training courses are officially accredited by MHFA England. It should go without saying that your first step is to check that your provider is registered with them.

But to truly develop a psychologically safe workplace environment, you need an expert partner like Resilient People, who can help you build a strategy that goes beyond MHFA.

Our service doesn't just cover crisis response – we help you build the holistic, company-specific solutions you need to really support the well-being and good mental health of your people.

This includes support with mental health risk assessments, policy writing, ongoing support for your mental health first aiders and management, and other types of mental health training courses.

2. Identify and train the right people

Selecting the right individuals as Mental Health First Aid (MHFA) officers is crucial for fostering a supportive workplace environment.

Choose employees from various departments to ensure a broad understanding of different roles and challenges within your organisation. Diversity among MHFA officers enhances their ability to address a wide range of employee needs and promotes accessibility.

By implementing a diverse MHFA team, organisations can create a more inclusive and supportive atmosphere, encouraging employees to seek help when needed.

3. Embed MHFA into workplace culture

Making Mental Health First Aid a lasting part of your workplace culture takes ongoing effort. Here’s how to keep it effective and sustainable:

Promote awareness with internal communications and campaigns

Regularly highlight mental health issues and the role of MHFA officers through emails, posters, team meetings, and awareness events. This keeps mental health support visible and accessible for all employees.

Offer refresher training to keep skills up to date

Mental health best practices evolve, and refresher training ensures MHFA officers stay confident in their knowledge and abilities. It also reinforces their role within the company.

Recognise and support MHFA officers to avoid burnout

Being an MHFA officer can be emotionally demanding. Acknowledge their contributions, check in on their well-being, and provide additional support where needed to prevent compassion fatigue or total burnout.

It’s absolutely crucial to define the role of an MHFA officer and communicate it clearly to all staff. For example, 2 am phone calls are not part of the remit.

4. Integrate MHFA into Health & Safety protocols

To make MHFA truly effective, it needs to become part of your existing health and safety processes. Here’s how to integrate it seamlessly:

Include MHFA in incident reporting

Mental health concerns should be treated with the same urgency as physical injuries. If an employee experiences a distressing event, such as workplace bullying or a traumatic incident, MHFA officers should document and escalate it just like any other workplace health and safety issue.

All staff need to be aware that this is an official role, with procedures that must be adhered to. It’s not the same as having a quiet chat with a friend. Confidentiality will be respected, and the subject of any conversations will not become staff room gossip.

But, just as importantly, MHFA officers are obliged to record and share information with other appointed people in the organisation – and this needs to be completely understood by all employees.

Establish clear support pathways

MHFA officers need clear guidelines on when and how to escalate concerns, whether to HR, occupational health, or external mental health professionals. Having a structured process in place ensures employees get the right level of support at the right time.

Gather feedback to refine the program

Regularly check in with MHFA officers and employees to see what’s working and where improvements can be made. Feedback loops help keep the programme relevant and responsive to your team’s needs.

By integrating MHFA into health and safety protocols, you reinforce the idea that mental well-being is just as important as physical health, creating a safer and more supportive workplace for everyone.

5. Measure the impact of MHFA training and adjust if necessary

To ensure MHFA training provides a return on investment and makes a real difference, it’s important to track its impact and make improvements where needed.

Start by monitoring key metrics like absenteeism rates, employee well-being survey results, and the number of reported mental health concerns. A decrease in sick days related to stress or anxiety and an increase in employees feeling supported are strong indicators of success.

Gather regular feedback from both MHFA officers and employees to understand what’s working and where additional support is needed. Use these data insights to refine your approach—whether that means offering refresher training, improving escalation processes, or increasing awareness campaigns.

By continuously evaluating and adapting your MHFA program, you can ensure it remains effective and truly supports your team’s mental health.

Make MHFA a long-term success with Resilient People

Implementing Mental Health First Aid training is just the beginning – making it a lasting part of your workplace culture takes ongoing commitment.

From selecting the right people and embedding MHFA into your health and safety policies to tracking its impact and making improvements, every step plays a role in creating a mentally healthy workplace.

At Resilient People, we don’t just provide training – we partner with you to build a long-term strategy that truly supports your employees. With expert-led courses, tailored guidance, and ongoing support, we help you create a workplace where mental health is prioritised, stigma is reduced, and employees feel safe and supported.

Let’s talk about how our tailored mental health training can support you – give us a call today.

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What’s the ROI of mental health training in the workplace?

Like all business decisions, any proposed investment in mental health training must be justified. The clearest way to do this is to look at the cost of poor mental health at a national level and see what parallels you can draw with your organisation.

Here’s the over-riding positive: Deloitte research found that for every £1 invested in mental health and wellbeing interventions in the workplace, employers get an average of £4.70 back in increased productivity.

Not a bad return! Let’s dig into the key costs of mental ill health to the workplace and see how mental health training mitigates those issues. Making things better for your employees’ mental health and better for your bottom line.

Measuring the ROI of mental health training

It’s important to consider how you’re going to measure the ROI of your mental health training before you start investing in courses and other resources. Here are some key metrics you can easily track from within your existing systems:

  • Rates of absenteeism: Monitor any changes in the frequency of sick days taken for mental health reasons before and after training.
  • Employee retention rates: Track changes in turnover rates, especially for employees who participated in the training.
  • Employee engagement: Measure improvements in employee engagement through 1:1 check-ins, surveys, productivity, and overall morale.
  • Presenteeism rates: Track engagement at work through interviews, surveys and observations of employees.
  • Healthcare costs: Compare costs for healthcare and mental health support claims (if applicable) before and after implementing the training.
  • Productivity and performance metrics: Measure any improvements in productivity, quality of work, or job performance from trained employees.
  • Direct feedback: Conduct surveys or interviews to gather feedback from employees about the effectiveness of the training and how it has impacted their work experience.
  • Customer satisfaction: Track any changes in customer satisfaction or feedback, as employees with better mental health are likely to engage more positively with clients.
  • Work-related mental health claims: Monitor the number of work-related mental health claims (e.g. stress or burnout) and track any decrease over time.
  • Employee well-being scores: Use well-being assessments (e.g., stress levels, job satisfaction) before and after the training to gauge any improvements in mental health. It’s wise to run this kind of assessment on a regular basis, so you can tackle any new issues quickly.

Understanding the costs of poor mental health at work

The most recent figures show that poor mental health costs employers £51 billion a year in the UK. This doesn’t just mean being off sick with mental ill health, but also the costs of presenteeism, burnout, and people deciding to quit because of workplace stress or unmet mental ill health needs.

Absenteeism

According to the Health and Safety Executive, there were a total of 29.6 million working days lost in 2023-24 – 16.4 million due to ‘stress, depression or anxiety.’

The cost of absenteeism is more than just paying the salary, or sick pay, of the individual. It’s:

  • Paying overtime or agency fees to make sure productivity doesn’t suffer
  • Reduced productivity, leading to delayed delivery with the knock-on effect on reputation and likelihood of repeat business
  • Strain on the remaining staff to bridge the gap of their missing colleague – reducing morale and possibly contributing to burnout or other mental ill health issues for other staff

According to other research, a third of organisations don’t know the specific cost of employee absence to their business – do you? The first step in reducing staff absence is effective monitoring and understanding the insights from those figures.

Presenteeism

When it comes to poor mental health, of that £51bn total cost, £24bn is from presenteeism – the largest contributing factor. The Deloitte report defines presenteeism as being “where people work in spite of illness and don’t perform at their full ability.”

If your employees are at work while dealing with mental ill health, it’s likely they won’t be as productive, will make more mistakes, and won’t fulfil their full potential.

It can be really difficult for managers to spot signs of presenteeism, particularly with mental ill health issues. Employees can be struggling with lower level mental ill health while continuing to work, before a cumulative crisis emerges and they need to take sick leave.

Burnout

63% of respondents experienced at least one characteristic of burnout. That includes things like feeling disconnected and distant from their job, decline in performance at work, and being exhausted.

Burnout is officially classified as an ‘occupational phenomenon’ rather than a mental illness or disorder. It takes stress to a whole new level of detachment and “can be a cause for mental ill health and could be a risk factor for developing mental health conditions such as depression or anxiety, it should be taken seriously.”

There aren’t specific statistics to illustrate the cost of burnout. But the seriousness of its consequences and the prevalence of those experiencing its characteristics require full consideration for all employers.

Employee turnover

The CIPD Resource and Talent Planning Report found that the “average cost per hire (including in-house resourcing time, advertising costs, agency or search fees)” is £2,000 for the private sector and £2,500 for the public sector. A large proportion of respondents expect recruitment costs to rise this year.

And that figure doesn’t account for any loss of productivity from having unfilled positions or onboarding and training new staff. And the practicalities of new uniforms and equipment all add up.

The Deloitte research found that people are leaving their jobs – and 59% said it was “somewhat, largely or entirely due” to mental health and well-being-related issues.

Key areas where mental health training delivers ROI

It all feels rather overwhelming, doesn’t it? Deep breath—there is a robust way to deal with many of these issues.

The psychologically healthy workplace environment created by good mental health training isn’t just good for your employees – it positively impacts your bottom line. Because it embeds the necessary language, knowledge and skills to effectively support colleagues with mental health issues.

Increased productivity

Drawing straight lines between the cost of mental health training and your rate of productivity may be a little tricky. But it’s working for the biggest, most successful global companies…

A partnership between Indeed and the University of Oxford Wellbeing Research Centre produced the ‘2024 Work Wellbeing 100’ list. They ranked 100 public companies by their levels of work wellbeing felt by their employees. A key finding is that they don’t just have happier people – they consistently outperform the market by 20%.

And this isn’t just true for global enterprises. Employees with better mental well-being tend to work more efficiently, directly enhancing productivity. Additionally, addressing mental health proactively reduces that huge barrier to productivity—presenteeism.

Reduced absenteeism and sick leave costs

Investing in mental health training equips employees with proactive stress management techniques, leading to reduced absenteeism and significant cost savings for UK businesses.

By fostering a supportive environment, such training helps managers and employees address stress before it escalates into serious health issues that necessitate time off. This proactive approach results in fewer mental health-related sick days, enhancing overall productivity.

Financially, the benefits are substantial. For example, a study conducted by Swansea and Cardiff Universities implemented a workplace intervention programme called Prevail at the Driver and Vehicle Licensing Agency (DVLA). This programme led to a 22% reduction in recorded sick days among participating staff.

The Prevail programme focused on training employees in psychological interventions and coping techniques, which not only reduced the stigma around mental health but also encouraged individuals to seek support when needed.

Enhanced employee engagement and retention

Investing in mental health training is a smart move for businesses because it helps keep employees engaged and less likely to leave. Here’s how it makes a difference:

  • Happier employees stick around: When people feel supported in managing stress and mental well-being, they’re more satisfied in their jobs. And happy employees are far less likely to leave. Smurfit Kappa UK, for example, trained 17% of its workforce in Mental Health First Aid, creating a more supportive work environment and boosting retention.
  • People feel valued, so they stay: When a company invests in mental health training, employees know their well-being matters. It’s not just a paper policy, you’re putting your money where your mouth is. This makes them feel appreciated and less likely to quit, saving you money on hiring and training new staff.
  • A better workplace culture pays off: Workplaces that prioritise mental health create more positive, open, and supportive environments. This, in turn, boosts engagement, productivity, and long-term success.

    For example, Foxtons, a London-based estate agency, recognised the need to improve its workplace culture following allegations of misconduct. By committing to mandatory respect and inclusion training, Foxtons aims to create a more supportive environment, which is expected to result in long-term benefits such as improved employee morale and reduced turnover.

By putting mental health training at the heart of workplace culture, you can improve job satisfaction, reduce costly staff turnover, and create a more engaged and productive team.

Wider business benefits

Mental health training not only supports employees but also strengthens your organisation's reputation, culture, and customer relations, culminating in substantial business advantages.

  • Boosts your brand and reputation: Companies that prioritise mental health are viewed as caring and supportive, attracting top talent and fostering loyalty among existing employees. This commitment to employee well-being helps you attract and keep top talent as word of your supportive workplace spreads among job seekers.
  • Better morale and a more inclusive workplace culture: Employees who feel supported in their mental health are more engaged and productive, leading to a positive work environment. Good mental health training equips your employees with the knowledge, skills and support that they need to express their own needs, empathise with colleagues, and support people through mental health issues.
  • Better client and customer interactions: Employees who are mentally well are more likely to provide superior service, enhancing customer satisfaction and loyalty. Studies have shown that a one-point increase in employee well-being on a 0-10 scale can lead to an average 12% increase in productivity, which includes improved customer satisfaction.

As you can see, investing in mental health training gives your business a multitude of benefits that extend beyond individual well-being and help build towards your business goals.

Investment in mental health training – it’s a smart business move

The ROI of mental health training in the workplace goes way beyond just improving well-being. It leads to a more engaged, healthier team, better retention, fewer sick days, and a boost in overall performance. When employees feel supported, businesses see real benefits in both productivity and profits.

By teaming up with Resilient People, you’re getting expert training that’s tailored to fit your company’s unique needs. Our experienced team delivers practical, evidence-based solutions to create a compassionate and mentally healthy workplace.

Investing in mental health training with Resilient People isn’t just a smart move for your bottom line—it’s an investment in your people. Give us a call to get started.

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Everything you need to know about our mental health first aid training

You’re looking for a Mental Health First Aid (MHFA) course, so you already know that quality training is essential for fostering a psychologically safe workplace. But when it comes to supporting good mental health in the workplace, a one-size-fits-all approach doesn’t work.

MHFA courses are a valuable part of your overall mental health at work strategy. But they’re designed to provide specific training, not the whole picture. That’s why it’s crucial to have an expert mental health partner who understands the unique needs of your organisation.

Here we outline the difference between having MHFA training just for designated employees and our holistic approach to your team’s mental health.

What is MHFA training?

Mental Health First Aid (MHFA) Training is an internationally accredited course that equips your employees with the tools to support colleagues facing mental health challenges. Similar to physical ‘first aiders,’ organisations then have MHFA-trained individuals to spot, and be first responders to, mental health issues at work.

Over two days, attendees learn about mental health stressors, how symptoms vary, active listening skills, and how to signpost appropriate support. Your MHFA-trained employees become key touchpoints during workplace crises.

It’s crucial to ensure your training provider follows the licensed MHFA England programme, as there are an increasing number of options on the market.

Key benefits of training your workforce in MHFA

There are several key benefits of training your workforce in MHFA, for your employees and your business.

Employees:

  • Increased understanding of mental health issues and illnesses, and their impact on well-being in the workplace
  • Confidence in recognising and supporting colleagues with mental health challenges
  • Skills in active, non-judgmental listening and effective communication
  • Access to knowledge and resources to signpost appropriate support
  • Working in a culture of empathy and support, that enhances workplace relationships

Businesses:

  • Reduced absenteeism and staff turnover because you have a psychologically safe and supportive work environment
  • Fewer staff need recovery time from serious mental ill health by intervening early enough to prevent escalation
  • Increased productivity because employees are more engaged and have consistently better morale
  • Legal compliance and an alignment with best practices for workplace mental health provision
  • Save money on presenteeism and absenteeism due to sickness – absence due to sickness cost UK employers a huge £7bn in one year.

Common problems with MHFA training

You obviously see the benefits of MHFA training, otherwise you wouldn’t be reading this!

But it’s not a complete solution in itself, there are 5 common problems with MHFA training:

1. It can be delivered as ‘one size fits all’

MHFA England training courses provide a solid overview of workplace mental health within a set two-day curriculum. However, all workplaces face unique challenges that may not be fully addressed in this standardised programme.

Without additional, tailored mental health training, there’s a risk of only achieving surface-level understanding. This could lead to unchallenged misconceptions, and/or an inability to effectively handle complex or nuanced issues.

2. People have a ‘tick the box’ attitude

Yes, you have a legal obligation to ensure the health and safety of your employees. If you treat your MHFA training as just making sure you’ve got the tick in the box, it signals to your employees that your business just pays lip service to mental health in the workplace.

Why would they take it seriously, when you see it as just another bit of statutory compliance?

Leading with this attitude means that your MHFA training investment only ever stays at a basic level of raising awareness. There’s no intent to deliver the deeper understanding necessary to reduce mental ill health stigma, change negative attitudes, or create a more inclusive workplace culture.

3. It’s often seen as one-and-done training

MHFA training is a great first step – it raises awareness and gives people the confidence to tackle tough conversations. But let’s be honest, skills from any one-off course can fade pretty quickly.

These short sessions don’t always give employees the ongoing support they need to really get to grips with mental health or feel ready to help colleagues facing longer-term challenges.

4. Lack of everyday support for mental health first aiders

It’s one thing to learn about mental health in theory, but supporting someone in distress is far more challenging. Mental health first aiders provide non-judgmental comfort during crises, but without proper support, they risk feeling overwhelmed, which can negatively impact their own mental health.

5. MHFA training is not embedded in the company culture

Training a few employees as mental health first-aiders won’t have much impact if the organisation’s culture isn’t supportive.

When management avoids mental health discussions, emotional expression is dismissed as banter, and fears of criticism silence conversations about stress or burnout, the workplace fails to nurture mental well-being. Without alignment between your environment, policies, and MHFA training, effective implementation becomes nearly impossible.

Why Resilient People’s approach to MHFA training is different

We have the expertise to support your development of a full mental health at work strategy. We’re not trying to deliver as many MFHA training courses as possible because this standalone training only has a limited impact.

We want you and your people to have the long-term support they need to really flourish. As you know, creating a psychologically safe workplace environment is complex. You need a full toolkit of the resources and skills that your specific organisation needs to manage the particular mental health challenges of your workplace.

Implementing MHFA training into your organisation

Here’s how we work as your expert partner, to help you give maximum support to your employees:

  • Initial assessment: We start by listening to what you need and conducting a comprehensive evaluation of your organisation’s unique culture and existing mental health support structures.
  • Tailored strategy development: Together, we design a customised mental health strategy that aligns with your company’s goals, addressing both prevention and response.
  • Leadership engagement: Change starts at the top! We provide training and resources to support you, as leaders, to develop a psychologically safe workplace environment.
  • Expert training: As well as MHFA training, we provide a range of different courses that support your organisation’s particular challenges.
  • Ongoing employee education: You can select from a range of workshops, online mental health hubs, resources, and campaigns to promote mental health awareness and encourage self-care practices among employees.
  • Accessible support systems: We can help you implement the right tools for your employees, like employee assistance programs (EAPs), anonymous helplines, or onsite mental health advisors.
  • Continuous monitoring and feedback: We don’t just dive in, deliver training and leave you to it. We’re also here to support you with regular assessment of your mental health strategy's effectiveness. As your needs evolve, we can shortcut the process of adapting to different needs.

Our aim is to develop long-term partnerships with our clients. Because we truly believe that the right support and guidance lead to sustainable mental health practices that become deeply embedded into workplace culture.

Common MHFA questions

Where can you deliver MHFA training sessions?

We will come and deliver your MHFA training course anywhere in the UK.

How much does MHFA training cost?

Our MHFA training starts at £325 per person. We offer substantial discounts for in-house courses, dependent on the numbers involved.

How often do you need to do MHFA training?

We’ll help you schedule the mental health training that best supports your mental health at work policy. Generally, we advise MHFA courses every 2-3 years, to ensure you have the most updated training. This should be accompanied by regular follow-up support for your mental health first aiders in between these full refresher courses.

Is Mental Health First Aid training statutory in the UK?

Despite a recent Private Members Bill being brought to Parliament and a lot of press on the issue, it’s not a legal requirement for employers to deliver MHFA training in the UK.

Book MHFA training and get ongoing support with Resilient People

Investing in mental health support that extends beyond MHFA training is key to fostering a resilient and thriving workforce. It’s not just about identifying issues or responding to crises but creating a proactive approach to well-being that aligns with your business goals and works for your people.

At Resilient People, we’re specialists. We can definitely lead MHFA training for you. But we can also help you design a whole mental health strategy that’s driven by your organisation’s unique challenges.

You don’t have to figure this out alone. Get in touch today to discuss the best options for your people.

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How to deal with an employee’s mental health crisis at work

You already have robust health and safety plans in place to deal with a variety of possible crises in your workplace. They’re so ingrained it’s second nature now:

  • If the fire alarm goes off, everyone knows how to get out and where to muster to wait for the fire service
  • If someone collapses, your trained first aiders know what to do until the paramedics arrive

So, why aren’t we dealing with mental health crises in the same way? Well, the key differences are that mental health crisis preparation is comparatively new and the subject matter is, generally, uncomfortable.

Dealing with a mental health crisis requires well-trained soft skills and up-to-date information to create an action plan that’s fully understood by all staff and gives clear direction. Many workplaces simply haven’t had the right training or support to do this effectively.

But if you’re ready to learn how to respond to a mental health crisis in the workplace, we’re here to help. This blog post provides you with a brilliant starting point for you to discuss, create and share the right mental health crisis strategy for your organisation.

Read on for our 5-step framework for dealing with a mental health crisis, including immediate actions and follow-up support.

What is a ‘mental health crisis’?

Mental health charity Mind defines a mental health crisis for an individual as ‘when you feel at breaking point and you need urgent help.’ And sometimes that crisis point happens at work.

Prior preparation and training mean that mental health crises in your workplace can be handled in the best way possible for everyone.

There are different reasons why people have mental health crises, such as:

  • Bereavement
  • Experiencing or witnessing a traumatic event
  • Burnout caused by workplace stress
  • Mental illness symptoms, such as PTSD being triggered, or severe depression
  • Domestic abuse
  • End of a relationship
  • Substance abuse or addiction
  • Financial pressure
  • Sometimes it's the cumulation of multiple factors over a period of time, with no clearly definable ‘thing’ in the moment.

Mental health crises don’t all look the same. People will present with different behaviours that need particular types of support at the point of crisis. The key for you as a manager – and for line managers – is to start from a place of knowing your employees.

You can’t identify behaviour that’s out of character, if you don’t know how they normally act at work. And this is the baseline for you to be able to recognise the subtler signs of a mental health crisis.

The likelihood that you’ll need to manage employees during a mental health crisis is quite high, according to research:

‘I’m not qualified for this!’

You’re not alone in feeling the pressure of this responsibility. Many managers feel out of their depth when developing mental health strategies – especially around the heightened risks of mental health crisis situations. Which, of course, impacts your own wellbeing.

Remember: You’re not a firefighter, paramedic or police officer but you know what to do if there’s a fire, accident or crime at your workplace – and so do your staff.

It’s the same principle, based on the same H&S law, when it comes to mental health crises. You’re not expected to be a mental health professional. You’re not giving a diagnosis or expected to solve the whole problem. Your responsibility is to keep everyone safe in the moment and initiate the next steps.

This 5-step guide is useful if you’re in a mental health crisis situation in your workplace before you’ve had internal discussions. It’s also a good framework to use as you put your mental health crisis at work plan in place. And we’re here for any other training or support you need.

Step 1: Recognise the signs of a mental health crisis

Someone may have been on your radar for a while with worries about mental ill health, and a mental health crisis isn’t completely unexpected. Other employees may find themselves at a crisis point that seems totally out of the blue to everyone around them.

In the moment of crisis, the how and why don’t matter, just how you can best support that person to step out of crisis mode.

The signs of a mental health crisis aren’t the same for every person. But they include a variety of different behaviours, including:

  • Obvious physical distress – crying, upset, shaking
  • Extreme anxiousness – like panic attacks or flashbacks
  • Extreme withdrawal – sometimes to the point of being completely shut down to any communication
  • Self-harm, or threats of self-harm
  • Suicidal thoughts and/or plans
  • Mania – including heightened activity, psychosis, hallucinations, extreme paranoia, loss of connection to reality

When should you intervene?

You need to step in when there are any signs of visible stress or disruption to other employees, and if their behaviour puts themself or others at risk.

Step 2: Take immediate action to support employee mental health

But what should that intervention look like? No one wants to make a difficult, distressing situation any worse – and you won’t.

  • Stay calm and assess the situation: Take a deep breath and think ‘safety first’. Consider the physical and psychological safety of all involved.
  • Determine immediate risk: If there’s any risk of self-harm or harm to others, escalate to HR or emergency services.
  • Use active listening and empathy: Avoid judgmental language and demonstrate to the person in crisis that you understand their distress. Use the words they’re saying and frame comments in a supportive way. Phrases like ‘Stop being silly’ and ‘Calm down’ are not useful in these moments of crisis. They diminish the emotional pain and are instructions that the individual is unable to follow at this moment.
  • Find a private space: If possible, persuade the individual to come with you to a private space where you can talk one-on-one. Remove onlookers from the situation, their intentions may be to help, but no one needs an audience at this moment.
  • Ask open-ended questions: Questions like, “I’ve noticed you seem upset; do you want to talk about it?”, put the power of the conversation with the individual. This isn’t an information-gathering exercise. You’re creating a respectful, caring space for someone to regulate themselves.

Step 3: Provide initial support

You need to tailor your initial support to each individual, depending on the signs of crisis they’re exhibiting. It’s good to have a rehearsed plan for all these avenues:

Know when to escalate

If this is a severe crisis with the individual showing less common, more extreme signs of distress, you need to call for the right professional help straightaway.

For example, if someone is using an implement to hurt themselves and even threaten others, 999 is the first port of call.

Other situations may need immediate HR involvement. This is why having a plan in place is crucial, preferably before you ever have to deal with a mental health crisis in your workplace.

Encourage the person to express their needs

It’s tempting to jump straight into problem-solving mode, but you can’t assume you know the right solution. Instead, activate your listening mode and really give time and space for the individual to say what they really need at that moment.

Offer practical support

If you’re in a position to offer practical help once the person has said what they need, great! Perhaps they’ve had a bereavement and you can immediately offer some time off for them to deal with the arrangements and initial shock.

Signpost to relevant resources

Sometimes the best thing you can do is direct people to experts who can give them the help they need. This might be local support groups, crisis helplines, mental health first aiders, or EAPs.

Step 4: Manage the wider team

If you’ve invested in a full mental health strategy, then it’s likely that your workplace culture is already infused with respectful compassion for individuals in crisis.

As a manager, it’s absolutely crucial to maintain the confidentiality of any employee who confides in you during a mental health crisis. Any critical details must only be shared on a need-to-know basis.

But you also have to provide appropriate communication, if the incident has impacted team dynamics. Those close to the individual will inevitably want to know how they are, out of genuine concern. It’s important to reassure and inform within the professional boundaries of your role.

Step 5: Follow up after the mental health crisis

As part of your mental health crisis management plan, it’s important to have a strategy for following up. It’s useful to include both formal and informal requirements in this, as your organisation will want a consistent approach that doesn't change with the individuals in charge.

Include:

  • Review of workplace policies: Did the response to this incident reveal any gaps in mental health support? Learn the lessons and implement changes quickly, so you're better prepared next time.

  • Reintegration of the individual: How are you managing their return to the workplace? If they had a period of leave, can they have a phased return instead of going straight back into full-time? Was there contact with them during their absence – a ‘get well soon card’ reinforces the ‘health’ aspect and may help reduce feelings of embarrassment.

  • Regular check-ins by management: A simple ‘How are you doing?’, outside of planned reviews, can go a long way.

  • Highlight ongoing well-being practices: Things like workshops, flexible work arrangements, and specific mental health training. What are you doing now? What else might be helpful? Does everyone know about it?

Be well prepared for future mental health crises with Resilient People

Everyone needs to know what to do if there is a mental health crisis – for the individual and the rest of your employees. Resilient People will help you mitigate the risks, and lay the necessary foundation of shared knowledge, to lessen the impact of mental health crises for everyone.

Knowing what to do before an issue occurs will be best for your team and company overall. Here’s how we help:

  • Train managers and staff: Ensure the team knows how to respond to a mental health crisis.
  • Implement mental health first aid training: Equip leaders and mental health first aiders with the right knowledge and practical skills.
  • Strengthen support structures: EAPs, peer support networks, and HR policies that have compassion towards mental ill health at their heart.

Developing a mental health first aid strategy, which includes responding to mental health crises, isn’t solved with a ‘pick and mix’ of courses. We work as your mental health expert, starting by understanding your organisation and leading mental health risk assessments. Then we’re in a position to design the exact mental health support that your people will benefit from the most.

For example, one of our long-term clients is a railway company. To create their mental health strategy, we’ve been able to provide:

  • Emphasis on management training – including it as part of new manager training programs
  • Training a group of wellbeing champions to promote staff wellbeing across the organisation
  • Extensive one-to-one well-being and psychology coaching across the network, minimising the impact of traumatic events and the pressure of high-stakes roles
  • Staff access to our online resource hub.

Because that’s what works for them.

Let’s talk about what you need, to help you handle mental health crises in your workplace.

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5 reasons why you should invest in trauma response training

You’re completely committed to the idea of training employees with what they need to thrive—it's good for them and good for productivity levels. But you still need to make the business case…

Investment in trauma response training has several benefits that go beyond the lessons learned on training days. The collective skills and knowledge of your team improve workplace culture and productivity while decreasing expensive absenteeism, staff turnover and presenteeism.

It’s tricky to draw a straight ROI line between trauma response training and profit margins. But this doesn’t mean you can’t measure and evaluate these different areas of your business as you embed psychological safety throughout.

What is trauma response training and do we really need it?

Trauma has a lasting impact – not just on individuals but on entire teams and workplace culture. When employees experience or witness distressing events, the effects can run through an organisation, affecting morale, performance, and future well-being.

Specifically tailored trauma response training ensures that you’re prepared to support your people in meaningful, practical ways.

This type of training is not about a quick-fix approach or a one-off seminar. It’s about embedding compassion, awareness, and resilience into the fabric of your workplace. A well-trained team can:

  • Communicate openly and confidently about trauma and its effects
  • Recognise the signs of trauma in themselves and their colleagues
  • Use practical strategies to foster a psychologically safe and supportive environment

Do we really need trauma response training?

It’s an understandable question when you’re balancing the benefits of different CPD options within a tight budget.

Trauma response training is essential in any workplace where employees may experience or see distressing events. Our first thoughts often go to high-risk industries, like construction and emergency services, but trauma can affect employees in any sector – including yours.

Whether it stems from a workplace incident, global events, or personal challenges, trauma can have a significant impact on mental well-being, team dynamics, and overall performance.

A workplace that prioritises trauma awareness and response ensures employees feel supported, understood, and equipped to handle difficult situations. By embedding compassion and preparedness into your workplace culture, you create an environment where support is always available when it matters most.

Trauma response training can be transformational for your employees, your management team and your bottom line. So yes, you likely do need trauma training. And here are 5 ways it improves your company…

1. Increased resilience

Being resilient isn’t an inherent character trait – it can be built, with the right training. Increasing the resilience of your employees is beneficial for them as individuals and your business.

Improve resilience in individual employees

Resilience to trauma is vital for individuals because it empowers them to recover more effectively from distressing experiences and maintain their mental, emotional, and physical well-being.

When someone has the tools and capacity to process and adapt to trauma, they are less likely to experience long-term negative impacts such as chronic stress, anxiety, depression, or post-traumatic stress disorder (PTSD).

Resilience allows individuals to regain a sense of control and confidence after adversity, helping them to re-establish balance in their personal and professional lives.

It also enhances problem-solving abilities, emotional regulation, and interpersonal relationships, helping individuals approach challenges with greater clarity and composure.

Improve your overall business resilience

Increased resilience in the workplace refers to the ability of employees and teams to adapt, recover, and thrive in the face of challenges, setbacks, or traumatic events.

Resilience doesn’t mean avoiding stress altogether – it’s about building the capacity to navigate difficulties while maintaining productivity, well-being, and collaboration.

A resilient workforce is better equipped to handle sudden changes, such as organisational restructuring, industry disruptions, or unexpected crises.

This resilience fosters a more positive workplace culture, improves employee satisfaction, and enhances overall performance.

2. Better support for affected employees

High-quality trauma response training has several key benefits for affected employees, including:

  • Improved emotional well-being
    Trauma-informed training helps individuals understand and process their emotions, reducing the likelihood of chronic stress, anxiety, or depression.
  • Enhanced coping skills
    Participants gain practical strategies to navigate the aftermath of traumatic experiences, fostering resilience and a sense of control.
  • Reduced stigma
    Trauma training fosters a supportive environment where individuals feel understood and validated, decreasing feelings of isolation or shame associated with trauma.
  • Better relationships
    Trauma-informed approaches promote communication and empathy, enabling individuals to build trust and strengthen personal and professional relationships.
  • Increased confidence and productivity
    By addressing trauma effectively, individuals are empowered to focus on their goals and responsibilities, improving their performance and overall quality of life.

3. Reduce the chance of burnout in both managers and employees

The World Health Organisation defines burnout as “an occupational phenomenon…not classified as a medical condition”. Burnout is the result of chronic workplace stress, with 3 main defining features:

  • Exhaustion
  • Growing negative feelings and emotional distance towards work
  • Decreased efficiency at work

The knowledge and skills learned through trauma response training have a beautiful ripple effect that can help prevent your managers and employees reaching burnout.

They have a deeper understanding of their own emotions, the vocabulary to express their situation confidently, and the knowledge that you will take their workplace mental health concerns seriously—because you’re taking action, not just writing policies.

4. Improve team performance and efficiency

During trauma response training, your people will learn skills that boost their ability to truly work as a team, like:

  • Better communication
    Trauma response training provides teams with a shared language to discuss and address challenges, encouraging clearer and more empathetic communication.
  • Stronger cohesion
    Training builds trust and mutual support, creating a sense of unity and teamwork – whatever’s going on.
  • Reduced conflict
    Understanding trauma responses helps team members approach one another with empathy, minimising the misunderstandings that can end up in workplace conflicts.
  • Improved decision-making
    Teams trained to manage stress and trauma can think more clearly and make better decisions under pressure.
  • Surviving crises
    Trauma-informed teams are better equipped to adapt to unexpected challenges, maintaining productivity and morale during difficult times.
  • Increased engagement and morale
    Employees feel supported and valued in a trauma-informed workplace – higher motivation and job satisfaction are unavoidable!

5. Higher employee retention rates

If your employees feel that you’re actively creating a psychologically safe environment, they’re more likely to be happy at work and not be looking elsewhere. Keeping brilliant employees is great for business…

  • Lower absenteeism and presenteeism
    Addressing trauma effectively ensures employees are mentally and emotionally prepared to contribute fully, improving attendance and focus.
  • Cost savings on recruitment
    Recruiting new employees can be expensive. For instance, using a recruitment agency may cost between 10% to 30% of the new hire's first-year salary. For a £30,000 salary, this equates to £3,000 to £9,000 in agency fees alone.
  • Reduced training time and expenses
    Onboarding and training new staff require significant investment – of manager’s time and money.
  • Enhanced productivity
    Experienced employees are typically more efficient and require less supervision, leading to higher overall productivity. This efficiency contributes to the organisation's success and profitability.

Implementing trauma response training with the right partner

At Resilient People, we want to help you establish a trauma-informed strategy that’s specifically designed for the people of your organisation. Cookie-cutter training isn’t enough to create the psychological safety net necessary to include everyone in your workforce.

We offer a variety of support and continued consultations after the initial trauma response training – so that you’re able to adapt to any future traumatic events as a team.

As your expert partner, we’ll help you make the most of your investment by ensuring that you have all the tools you need to create a psychologically safe workplace environment – during the training sessions and beyond.

Give us a call and we’ll figure out what’s best for your team.

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How does mental health training boost employee retention?

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How trauma response training can transform workplace culture

Thankfully, workplaces today are beginning to recognise the profound impact trauma can have on employees' well-being and productivity. Now that this is more commonly recognised, more companies are also taking steps to proactively address trauma.

This article explores how trauma response training can help you create a supportive, resilient culture where your team feels safe, valued, and empowered to thrive—no matter what.

TW: There are references to events that cause trauma and statistics referencing accident rates. Please take a moment to consider if this is the best time for you to read this information before you continue.

What is trauma response training?

Effective trauma response training in the workplace is essential – and it goes far beyond a quick, surface-level toolbox talk.

True trauma-informed training is delivered by experts, customised to meet the needs of your team, and makes a real impact on your workplace culture.

High-quality trauma-informed training takes the power of compassion and weaves it through your workplace to create a strong, psychologically safe environment. Your entire team learns the tools to support one another during and after traumatic events by creating:

  • A shared language to discuss hugely difficult experiences and emotions
  • Real understanding of the causes, signs and effects of trauma
  • Actionable strategies to create a more resilient and supportive work culture

During your search for trauma training, you’ll find different types of training programmes, ranging from:

Of these options, TRIM is by far the most comprehensive – and it’s what we recommend to workplaces wanting to be equipped to deal with potential employee trauma.

TRIM is a 2-day training programme designed to establish a peer-to-peer support system. There’s also a third day for managers to develop their abilities to lead trauma support with a wider lens.

TRIM training focuses on building empathy, understanding the psychological and physiological effects of trauma, and learning best practices for creating a safe and supportive environment.

Participants are taught how to handle situations with sensitivity, minimise re-traumatisation, and provide appropriate resources for further support.

When is trauma response training required? (with industry examples)

Trauma response training is essential in any workplace where employees are likely to encounter, witness, or experience distressing situations.

While it might seem most relevant to industries like healthcare or emergency services, the reality is that trauma can affect workers in virtually any field.

Whether triggered by a workplace incident, societal crises, or personal experiences, trauma impacts well-being and performance. If your workplace culture is infused with compassion and trained in trauma response, you’re always ready with vital support at the right time. For example…

Example: How trauma response training benefits the healthcare sector

Professionals in the NHS face emotionally charged situations every day – dealing with patient deaths, medical emergencies, or aggressive behaviour.

In such high-stakes environments, trauma response training helps staff manage their own emotional health while supporting colleagues through shared challenges.

A nurse who experiences verbal abuse during a shift, for instance, may need immediate peer support as well as a safe space to process the incident. Trauma response training makes sure these mechanisms are in place.

Example: How trauma response training benefits office-based employees

Even in office settings, trauma response training is valuable. Companies navigating collective challenges like layoffs, the sudden death of a colleague, or global crises benefit from a workforce prepared to offer mutual support.

For example, after a workplace accident, having employees trained in trauma response ensures those directly or indirectly affected receive the understanding and care they need.

Example: How trauma response training benefits the housing sector

It’s easy to overlook the staff that support service users in difficult circumstances to access housing. But they’re often faced with experiences that may be traumatising, like clients with illnesses or addiction.

Having comprehensive TRIM scaffolding in place means that everyone knows their regular exposure to traumatising situations is expected, acknowledged and planned for by the leaders of the housing association.

Example: How trauma response training benefits the construction industry

The construction sector in the UK is notably perilous, with a fatal injury rate 4.2 times higher than the average across all industries.

In the 2022-23 period, there were 45 fatal injuries to construction workers, with falls from height accounting for 51% of these fatalities. Additionally, between 2020 and 2023, there were 53,000 non-fatal injuries, 28% of which required more than seven days off work.

These incidents not only result in physical harm but can also cause significant psychological distress to the injured and their colleagues.

Implementing trauma response training can equip workers with the skills to support themselves and each other following such events, fostering a safer and more supportive work environment.

Example: How trauma response training benefits the railway industry

Railway employees are often exposed to traumatic incidents, including accidents and fatalities involving passengers or trespassers.

A survey conducted during the COVID-19 pandemic revealed that 41% of rail employees had experienced a traumatic event, with 74% of these incidents being work-related. 10% of all participants reported symptoms consistent with clinical post-traumatic stress disorder (PTSD), a rate over double that found in the general population.

These statistics underscore the necessity for trauma response training to help employees manage their mental health and maintain operational safety in such a dangerous work environment.

Example: How trauma response training benefits the engineering sector

While specific statistics on trauma in the engineering sector are less readily available, the industry shares similarities with construction and railways regarding exposure to hazardous environments and high-risk activities.

Employees may witness or be involved in serious accidents, equipment failures, or other critical incidents that can lead to psychological trauma. Proactively providing trauma response training in engineering can prepare employees to handle such situations effectively and reduce the long-term impact of traumatic events.

Incorporating comprehensive trauma response training in these high-risk industries is not merely a regulatory compliance measure but a crucial investment in the well-being and productivity of the workforce.

By fostering a trauma-informed workplace, all employers can mitigate the adverse effects of traumatic incidents and support their employees' mental health.

Use Resilient People for TRiM training to improve your culture

Investing in resilience through initiatives like trauma response training is critical for ensuring that individuals and teams remain strong and effective, even in demanding circumstances.
At Resilient People, we don’t just present you with a list of courses you can buy. We want to become your long-term mental health training partner, to make sure you have exactly what you need to create a psychologically safe environment in your specific organisation.

What does this look like? Well, that depends on what you tell us, but it can include:

  • Guidance on how many people should become TRIM practitioners
  • A TRIM framework to scaffold support through your organisation
  • Help creating policies to document your trauma response practice
  • Annual refresher training
  • Online and physical resources
  • Consultancy for managers dealing with complex incidents

You don’t have to know exactly what you need at the start – we’ll discuss it together. Let’s talk about the best trauma response training for your people.

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How does mental health training boost employee retention?

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How to address concerns about a colleague’s mental health

As a manager, you’ll need to talk to an employee about concerns around their mental health at some point. Perhaps you’ve already been there. It’s not a comfortable position for anyone.

You know the person’s potentially vulnerable, you know you’re not a mental health professional, and you don’t want to say the wrong thing or make anything worse. But you have a duty of care that’s a heavy responsibility.

Here, we’ve listed some of the warning signs of poor mental health and a general guide to having that initial conversation in a considerate but useful way.

Recognising warning signs of poor mental health

If you notice that someone isn’t how they usually are at work, it’s a good idea to trust your instincts and tune in a bit further. Physical, emotional or behavioural changes can be the early warning signs of a decline in mental health.

By spotting a possible issue and acting promptly, you can help that individual get the right support before their mental health deteriorates any further. It’s crucial to remember that different people can show different symptoms for the same mental health issue.

Common early warning signs include:

Behavioural changes

Changes to behaviour at work include things like:

  • Someone who’s never late has a problem with punctuality
  • An individual’s engagement with their work, and subsequent performance, is dropping off
  • Someone who’s usually enthusiastic develops an air of resignation or apathy
  • A usually social person withdraws from team activities, social events, or everyday social interactions (for example, choosing to eat lunch alone)
  • Irritability, anger, or even aggression towards colleagues
  • Different work patterns, like leaving early, arriving late and taking extended breaks
  • And the opposite – working extra hours than normal
  • Taking more risks than usual
  • Over-reacting to problems they would previously have managed fine

Physical symptoms

Physical symptoms of mental ill health can be quicker to spot and may include:

  • Change to appearance by neglecting personal grooming
  • Appetite and weight fluctuations, or digestive troubles that may necessitate more frequent toilet breaks
  • Fatigue – beyond usual tiredness
  • Joint and back pain, or more frequent illnesses
  • Visible signs of tension, like trembling
  • Nervous, strained speaking voice

Psychological indicators

These psychological factors are often those that people are best at masking. No one wants to feel out of control of their emotional state, especially at work. So these signs may be more obvious indicators:

  • Mood changes
  • Tearfulness and other signs of sadness
  • Loss of humour during usual daily interactions, which often goes hand-in-hand with increased sensitivity
  • Expressions of hopelessness and a distinct lack of motivation
  • Being indecisive, confused and/or distracted by usual work expectations

These signs can be picked up from verbal or non-verbal cues that will be unique to the individual.

Decline in work quality

As a manager, it’s most likely that a dip in work performance will initially cause concern. This might look like:

  • Someone struggling to take in or remember information
  • Lack of ability to focus on the task at hand
  • Standard of work slips
  • Missed deadlines, or taking it right to the wire

Mental health issues can be caused by an ongoing medical condition, grow incrementally over time, or occur suddenly due to a life event.

It can be difficult to see the signs, regardless of the cause. This is partly because social stigma makes people reluctant to discuss their mental health and partly because individuals all present different combinations of indicators.

Approaching the individual to address your mental health concerns

So, you have concerns about an employee. What do you do now?

You know you have a legal duty of care to fulfil and the HSE guidance states: “As soon as you notice that an employee is having difficulties, talk to them – early action can prevent them becoming more unwell…Managers should concentrate on making reasonable adjustments at work, rather than understanding the diagnosis.”

Even when you fully agree with all of this, it doesn't help you broach this delicate subject or keep a very personal conversation professional.

Dr Nicole Lipkin describes the difficulty of the situation for both sides: “It can be extremely isolating to be at work while privately dealing with a mental health issue, afraid of being found out, but desperately wanting support. By the same token, it can be uncomfortable, awkward and confusing trying to navigate how to help or support someone who is struggling, even if every molecule in our body wants to help.”

Does this ring true for you? You’re not alone. Here is some practical advice to use as a starting point for raising your concerns.

1. Privacy

Make sure you have conversations about any kind of health issues in a private space. This might be in your office, if it’s not an open-plan design. Or the person you want to talk to may prefer to be somewhere other than their workplace to express their difficulties. This might mean visiting a local cafe or going for a walk.

It’s more likely that people feel they can share their honesty if they’re comfortable. Explain you won’t share their private information with anyone unless they give their permission. They may actually want you to tell particular people for them because they’re finding it hard to communicate.

At this point, it’s crucial to point out any parts of your Health and Safety policy that state when you won’t keep information confidential.

For example, ‘I’m not going to tell everyone what we discuss. But if I feel that you’re not safe, I may have to tell specific people.’ This means that you can maintain trust, even if you have to inform medical professionals or other staff members, because you’ve been upfront about that possibility.

2. Express concern, not judgement

Social stigma around mental ill health prevents people from seeking help. Particularly when you’re initiating a first conversation, it’s really important to make it clear that you’re coming from a place of concern.

To avoid sounding like you’re judging negative behaviours or performance, start questions with ‘I’, rather than ‘you’ and use open wording. For example:

  • A simple, ‘How are you?’
  • ‘I noticed you seem a bit stressed/angry/down recently, and I just wanted to check in with you.’
  • ‘I spotted that your work was filed late and you’re usually great at meeting deadlines. Is everything alright?’
  • ‘What can I do to help?’
  • ‘What would you like to happen?
  • ‘Have you spoken to anyone else who can support you with this?’ (Like your GP, or other mental health professional?)

3. Be an active listener

The CIPD has a useful ‘conversation checklist’, but in essence, active listening involves several key things:

  • No interruptions from outside the conversation like phone calls, people ‘popping in to ask something’ or pre-arranged meetings
  • Give them the time and patience to explain in their own way
  • Allow the individual to direct the conversation outside your prepared questions
  • Validate their feelings by accepting them as true
  • Lead with calm empathy

This isn’t always easy. But before anything can be solved, the individual needs to feel heard and understood. You need to hold back your need to give advice or develop an action plan – and just listen.

4. Avoid diagnosing or assuming

It’s best to avoid trying to define a possible mental health illness diagnosis. For example, ‘You’re feeling worried all the time. Maybe you’ve got anxiety, so maybe that means you can’t be client-facing any more.

Of course, you’re considering how you can make reasonable adjustments to their work if necessary. But assuming a particular condition and speculating about how it impacts their job will only make people feel insecure about sharing their mental health challenges again.

5. Hold boundaries

The very nature of the causes and symptoms of mental health issues is personal. Your role is to be supportive – but you also need to maintain professional boundaries.

If an individual is upset in the moment or at a crisis point, they may be asking you for the kind of help that’s way out of your remit. Of course, human instinct is to try and help, but in the workplace, this needs to be within your policies and structures.

For example, you can arrange for them to have weekly time off to see a mental health professional. You can’t be that counsellor, therapist or psychiatrist.

And it’s OK to say that you’re going to help them find the right person to help them with the situation because that’s not you. Not because you don’t want to help, but because you’re not qualified.

Providing mental health resources and support as a manager

One of the most useful ways to support someone with mental health issues is to help them find the right resources. Often, just locating the right support is a step too far for people already exhausted by their current state of mind.

Suggest resources

There are all types of resources available to help with mental health issues. The first point of call should be a GP’s appointment because that’s the gateway to a variety of NHS experts that they might not be able to access otherwise. Then you can suggest things like:

  • Local or online counselling services
  • Mental health hotlines
  • Wellness apps, that often focus on one area, like sleep disruption
  • Employee assistance programmes within your organisation
  • Occupational health
  • Educational online courses that offer self-paced learning about different mental health and wellness issues

Offer practical support for their role

This is all context-specific, but perhaps you can do things like:

  • Adjust their workload
  • Push deadlines
  • Remove some responsibilities associated with their role
  • Flexible timetable - maybe with some working from home
  • Arrange time off, so they can do some initial recovery
  • Have a phased return-to-work plan

These kinds of arrangements needn’t be a permanent change to their work life. But a temporary supportive structure while they recalibrate their mental health.

Create an open, supportive culture

Creating a supportive work environment is more complex than it seems. It’s shaped by the diverse personalities and perspectives of each employee. As a leader, it’s your responsibility to define and foster a truly supportive culture.

Ideally, all staff trust that being vulnerable enough to seek help is expected, encouraged, and not detrimental to their career. They also need to believe their private mental health information is treated with full confidentiality and won’t become the next gossip topic in the break room.

Part of creating a supportive work culture is having carefully worded policies in place that deal with mental health issues and the procedures managers should follow. It’s also crucial that if individuals feel victimised because of their mental health issues, that action is swift, fair and decisive.

Follow up

Make sure you check back in with any employee who’s shared any mental health issues with you. Nothing intrusive, just a conversation about how they’re feeling and how the support is working for them.

This keeps communication open and strengthens your connection with them. It also means that you can adapt their role with any practical changes needed.

Get specialist mental health training to further support your team

In 2022, an ERC insight paper called ‘Line managers: The emotional labour of managing workplace mental health issues’ came to some interesting conclusions.

  • “...for some managers, dealing with workplace mental health is a significant emotional burden”
  • “...managers feel the weight of expectation to manage those with mental health issues in an appropriate and professional way, but that they also experience anxiety and unhappiness because they feel unprepared and unsupported”
  • “Employers are often over-reliant on these individuals to manage workplace mental health issues, and the study suggests that they should recognise the potential emotional toll it can have. This is an important first step in the development of resources (e.g., training and counselling) to help and support these individuals.”

Who’s looking after the managers in your organisation? Listening to and supporting employees through mental health issues requires emotional energy. But your managers also need specific training to do this part of their job successfully.

Getting an expert partner on board helps take the strain off your managers and build their knowledge, skills and confidence. We offer a holistic approach, so you can get the right training for your managers, well-being champions, and the entire staff.

Contact us to talk about how we can help support all your employees – including managers.

How does mental health training boost employee retention?

19.05.2025

How does mental health training boost employee retention?

Mental Health Awareness Week: Community and Psychological Safety

01.05.2025

Mental Health Awareness Week: Community and Psychological Safety

How to support railway employees exposed to traumatic events

25.04.2025

How to support railway employees exposed to traumatic events