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.