IOSH
Why mental health matters in your workplace
Understanding mental health as part of your safety responsibilities
This resource explains what mental health means, how work can influence it, and the practical steps managers can take to recognise risks and support worker wellbeing.
In this resource
- What do we mean by mental health
- Understanding mental health at work
- Common signs to watch for
- Common mental health conditions
- How to manage risks
- Your role in supporting mental health
What do we mean by mental health?
Everyone has mental health, just as everyone has physical health. Mental health refers to our psychological, emotional and social wellbeing. It exists on a continuum, meaning it changes over time based on circumstances.
You may experience:
- positive mental health – feeling resilient and coping well
- reduced mental health – feeling overwhelmed, stressed or struggling
Both are normal human experiences.
Diagram: example of the mental health continuum
Source: The Mental Health Continuum is a Better Model for Mental Health – Delphis Learning
Key terms
- Mental wellbeing – when a person feels capable, manages daily pressures, works productively and contributes to their community.
- Mental ill health – temporary conditions that affect thinking, feelings or behaviour and disrupt daily life. These are usually short‑term and manageable.
- Mental disorders – clinically diagnosed, long‑term conditions that require medical intervention (for example bipolar disorder).
Understanding these distinctions helps you recognise when workers may need support.
Understanding mental health at work
Mental health is an essential part of OSH management. Just as you would act on a faulty machine guard, you also need to recognise when workplace factors may harm mental wellbeing.
What can affect mental health at work?
Work‑related psychosocial factors:
- job demands – unrealistic deadlines, excessive workload
- job control – little autonomy or rigid procedures
- support – lack of help from managers or colleagues
- relationships – conflict, bullying, or poor team dynamics
- role clarity – unclear expectations or conflicting demands
- change management – poor communication or lack of involvement
Personal factors:
- financial pressures
- relationship difficulties
- physical health issues
- caring responsibilities
- traumatic experiences
You cannot control personal factors, but you can create a supportive environment that does not make things worse.
Common signs to watch for in workers
Behavioural changes
- lateness in someone usually punctual
- withdrawal from colleagues
- irritability or mood swings
- more sick days
- reduced quality of work
Physical signs
- looking tired or unwell
- appetite changes
- restlessness or agitation
- frequent headaches or aches
Important: These signs do not confirm a mental health condition. They simply indicate that someone may need support.
Common mental health conditions
A response to feeling overwhelmed or unable to cope with demands. It becomes work‑related when workplace factors trigger it.
Feelings of fear or worry that are persistent, strong or interfere with daily functioning.
Long‑lasting feelings of sadness or loss of interest that affect motivation, concentration and day‑to‑day activities.
A work‑related state of prolonged stress. All three symptoms must be present:
- emotional or physical exhaustion
- mental distance or negativity toward work
- reduced effectiveness or performance
Burnout is a workplace‑specific condition, not a medical illness.
Post‑traumatic stress disorder (PTSD)
May occur after experiencing or witnessing trauma. Symptoms include flashbacks, nightmares, hypervigilance and anxiety.
Secondary traumatic stress (STS) / Vicarious trauma (VT)
Emotional and physical distress caused by repeated exposure to traumatic information or stories, common in roles such as first responders.
How to manage mental health risks
Use the same steps you take for physical hazards – the OSH risk management cycle works for psychosocial hazards too.
Identify hazards
- workplace assessments
- staff surveys and feedback
- incident reporting that includes psychological impacts
- exit interviews
2. Assess the risks
- who might be affected and how?
- which factors are causing the most harm?
- what is the likelihood and severity of harm?
3. Control the risks
Using the hierarchy of control:
- reduce exposure to stressors
- redesign roles or workloads where possible
- improve communication and support
- train managers in how to respond
| Level of control | Action |
|---|---|
| Elimination: Remove |
|
| Substitution: Replace a harmful way of work with a safer one |
|
| Engineering controls: Redesign the work environment |
|
| Administrative controls: Change how work is organised |
|
| Personal protective measures: Individual control |
|
4. Monitor and review
- regular check‑ins with teams
- monitoring sickness patterns
- reviewing whether interventions are working
Your role in supporting mental health
What you can do
- Create psychological safety – encourage open conversations without fear of judgement.
Listen without judgement – often people need to feel heard.
Know your limits – refer workers for professional help when needed.
Be consistent – fairness and clarity reduce stress.
Lead by example – take breaks, maintain boundaries and seek help when you need it.
What not to do
- do not diagnose or attempt to treat mental health conditions
- do not ignore signs someone is struggling
- do not assume people can “snap out of it”
- do not break confidentiality
Key takeaways
- Mental health is an essential part of health and safety.
- Work factors can significantly affect mental wellbeing.
- Early intervention prevents problems from escalating.
- You do not need to be a clinical expert – you just need to respond with care and know when to seek support.
- Supportive workplaces benefit everyone.
Take your knowledge further
Recommended IOSH training
- Managing Safely – includes wellbeing content
- Working Safely – introduces workplace responsibilities
- IOSH Managing Mental Health at Work – specialist course
Related resources from the IOSH hub
- Understanding psychosocial hazards
- Managing workplace stress
- Building positive safety cultures
- Supporting colleagues through difficult times
External resources
- Mental Health at Work
- HSE stress management standards
- ACAS mental health guidance
When to seek help
For yourself
Seek professional help if:
- work consistently affects your sleep, relationships or wellbeing
- you rely on alcohol or substances to cope
- you have thoughts of self‑harm
For others
Take immediate action if:
- someone mentions self‑harm or suicide
- behaviour changes are severe or persistent
- someone directly asks for help
Emergency contacts
- Emergency services: 999
- Samaritans: 116 123 (free, 24/7)
- Crisis Text Line: Text SHOUT to 85258
This guide provides general information only. Mental health is complex and individual. Always follow organisational procedures and encourage professional support for serious concerns.
Ready to advance your health and safety career?
Join IOSH today to access exclusive resources, networking opportunities and support for your professional development journey.
Frequently asked questions
What does mental health mean in the workplace?
Mental health refers to a person’s emotional, psychological and social wellbeing. In a workplace setting, it includes how someone copes with daily pressures, interacts with others and manages their responsibilities.
Which workplace factors can negatively affect mental health?
Workplace factors that may have an impact include high workloads, unrealistic deadlines, low autonomy, poor communication, conflict within teams, lack of support and unclear job expectations.
What signs might show that someone is struggling with their mental health?
Possible signs include changes in behaviour, such as withdrawal, irritability, lateness, reduced quality of work or increased sick days. Physical indicators may include tiredness, headaches or changes in appetite.
How can employers assess and manage mental health risks?
Employers can identify psychosocial risks through assessments, staff feedback and incident reports, then prioritise controls such as improving communication, adjusting workloads, redesigning tasks and providing supportive policies. Regular reviews help ensure these measures are effective.
What should managers do when supporting someone with mental health concerns?
Managers should encourage open, judgment‑free conversations, listen carefully, maintain confidentiality, offer support within their role and signpost professional help when needed. They should avoid diagnosing conditions or dismissing someone’s concerns.