Organizations that proactively address mental health and suicide prevention build stronger, more resilient teams. Work is where many Americans spend most of their waking hours, and what happens in the workplace can often directly shape their mental health. As part of broader workplace mental health efforts, organizations should recognize that more than 1 in 5 adults experience a mental health condition each year, and that a colleague, leader, or manager is likely to be navigating these challenges.
Employers can create a culture of support by ensuring that workers have access to the resources they need to feel engaged and productive on the job. In addition, employers can prepare managers with practical tools that give them the confidence and competence to respond appropriately in the moment and act as a bridge to help when they observe a colleague who may need support. This guide can help employers implement supportive mental health and suicide-prevention practices in the workplace, including training managers and ensuring that all employees know how to access help.
Recognize the Warning Signs
Mental health conditions may present differently in each person. Understanding how your colleagues typically show up to work is the first step in recognizing when something may be wrong. It is also important to look for changes that are persistent, noticeable, and impact day-to-day functioning.
Verbal Signs
Employees experiencing ill effects of a mental health condition may express:
Feelings of hopelessness or general negativity;
Feeling like a burden, overwhelmed, or trapped; or
Statements such as “If I am here next year.”
Behavioral Signs
Changes in employee behavior may include:
Withdrawing from coworkers;
Increased absenteeism;
Declining performance;
Noticeable changes in appearance or grooming habits; and
Keeping the camera off for remote meetings or canceling meetings, sometimes at the last minute.
Situational Factors
Major life events can sometimes increase stress and risk, including:
Financial strain;
Relationship loss;
Legal issues;
Significant health challenges; and
Workplace changes such as restructuring or role transitions.
Look for changes and combinations. When situational stressors overlap with behavioral or verbal changes, take it as a clear signal to check in and offer support.
Recognizing warning signs is only the first step. Employers also play a critical role in creating an environment where employees feel supported and connected. Here are five practical actions organizations can take to strengthen workplace mental health.
Tip 1: Implement comprehensive training for managers.
Training helps supervisors recognize warning signs, use appropriate language, and understand their role. Managers are not expected to provide mental health care, but they should feel confident in knowing how to respond, what to say, and where to direct employees for support. Effective training for supervisors should help them understand:
Verbal and behavioral cues to look for;
Appropriate language to use; and
Clear boundaries to maintain.
2
Tip 2: Foster a stigma-free culture.
Organizations can help reduce stigma surrounding mental health by encouraging open dialogue and modeling supportive behaviors. When leaders demonstrate that mental health is a workplace priority, employees may feel more comfortable talking about it and seeking help. This can be as simple as acknowledging workplace pressures or regularly sharing available resources.
3
Tip 3: Engage in direct and compassionate communication.
When approaching an employee, aim for authenticity rather than perfection. Use validating language, listen without interruptions, and avoid making assumptions.
What to say
“I have noticed you don’t seem like yourself lately, and I wanted to see how you are doing.”
“I am glad you shared with me. You are not alone.”
“If you are open to it, we can look at some resources together.”
What not to say
Minimizing statements: “It will be fine.”
Comparisons: “Others have it worse.”
Quick fixes: “Just stay positive.”
If you are concerned for someone’s immediate safety, ask them directly, “Are you thinking about suicide?” Asking directly does not increase a person’s risk. Rather, it is a critical action that can save lives by opening the door to necessary support.
4
Tip 4: Provide a warm handoff to professional resources.
It is often not enough to simply provide a list of resources to someone in distress. Managers should be prepared to offer a “warm handoff” by guiding employees through the process of accessing available services. Ensuring that employees understand how to use these resources and demonstrating your care significantly increases the likelihood that they will seek help.
If you believe an employee may be at risk:
1 Stay present with the employee.
2 Navigate internal supports together such as an Employee Assistance Program, or EAP.
3 Offer to call or text 988 (Suicide and Crisis Lifeline).
5
Tip 5: Establish peer support systems.
Creating a buddy system or peer support network is a low-cost, high-impact strategy that can make a big difference in helping employees feel connected and less isolated. Whether for new hires or tenured staff, these connections build a consistent, supportive environment that serves as a foundational layer of prevention.
“Normalize mental health before the crisis happens. Talk about it, plan for it, make resources visible and accessible.”
