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.
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 can change 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.
Key terms
Clear definitions help build a shared understanding of mental health at work and support better conversations about wellbeing and support needs.
- 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?
These are key aspects of work design and the working environment that can influence mental health and wellbeing, shaping how supported, clear and manageable work feels for individuals. For example:
- 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.
Factors outside of work can also affect mental health and wellbeing, including financial pressures, relationships, physical health, caring responsibilities and past experiences. For example:
- financial pressure
- 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
-
Behavoural changes
Changes in behaviour can be early signs that someone may be struggling. Noticing shifts from their usual patterns can help prompt supportive conversations and early intervention.
- Lateness in someone usually punctual
- Withdrawal from colleagues
- Irritability or mood swings
- More sick days
- Reduced quality of work
-
Physical signs
Physical signs can indicate that someone may be struggling with their wellbeing. Noticing changes in appearance or physical health can help identify when additional support may be needed.
- 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
-
Stress
A response to feeling overwhelmed or unable to cope with demands. It becomes work‑related when workplace factors trigger it.
-
Anxiety
Feelings of fear or worry that are persistent, strong or interfere with daily functioning.
-
Depression
Long‑lasting feelings of sadness or loss of interest that affect motivation, concentration and day‑to‑day activities.
-
Burnout
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) and 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
You can use:
- workplace assessments
- staff surveys and feedback
- incident reporting that includes psychological impacts
- exit interviews.
-
Assess the risks
Ask these questions:
- who might be affected and how?
- which factors are causing the most harm?
- what is the likelihood and severity of harm?
-
Control the risks
Use the hierarchy of control to:
- reduce exposure to stressors
- redesign roles or workloads where possible
- improve communication and support
- train managers in how to respond.
-
Monitor and review
You can do this through:
- regular check-ins with teams
- monitoring sickness patterns
- reviewing if interventions are working.
Hierarchy of control: example actions
| Control level | Action |
|---|---|
| Elimination (remove) | Remove sources of stress altogether, such as unnecessary bureaucracy and unrealistic deadlines. |
| Substitution (replace) | Replace harmful ways of working with safer alternatives. Such as: rotating staff to limit prolonged exposure to high-stress tasks, introducing more stable scheduling instead of long or unpredictable shifts and using non-graphic material in place of traumatic content. |
| Engineering controls (redesign the environment) | Adapt the work environment to reduce impact. For example by providing quiet or decompression spaces, using software to filter or blur distressing content and designing workspaces that minimise noise, interruptions and cognitive overload. |
| Administrative controls (organise work differently) | Improve how work is structured through flexible working arrangements, clear job descriptions, regular supervision and feedback and opportunities for training and development. |
| Personal protective measures (individual support) | Provide individual-level support such as resilience training, mindfulness techniques, coping strategies and employee assistance programmes (EAPs). These can be helpful but should not be relied on as the sole form of protection. |
Your role in supporting mental health
-
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
Summary
- 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.
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.
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.
They should 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.
This guide provides general information only
Mental health is complex and individual. Always follow organisational procedures and encourage professional support for serious concerns.
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.
UK emergency contacts
- Emergency services: 999
- Samaritans: 116 123 (free, 24/7)
- Crisis text line: Text SHOUT to 85258
