Suicide Prevention Month: Building Workplaces That Support Employee Mental Health

September is Suicide Prevention Month, a time to raise awareness about suicide, encourage open conversations about mental health, and remind people that support matters.

For organizations, it’s also an opportunity to look at something that can easily get overlooked: the role our workplaces play in our mental health.

Work can give people a sense of purpose, financial stability, connection, and achievement. But when working conditions become difficult to manage, work can also become a source of ongoing stress.

Excessive workloads, unclear expectations, job insecurity, limited support, and unhealthy workplace cultures can take a toll on employees’ well-being. And while stress is a normal part of working life, prolonged or unmanaged stress can affect how people feel, function, and engage with their work and the people around them.

This is why supporting employee mental health needs to go beyond occasional wellness activities or reminders to take a break.

A mentally healthier workplace starts with how people are treated, how work is organized, and whether employees feel supported when they need help.

The connection between work and mental health

Work is a significant part of many people’s lives. A healthy work environment can provide structure, meaningful relationships, a livelihood, and a sense of accomplishment. For people living with mental health conditions, decent work can also support recovery, inclusion, and confidence.

But the opposite can happen when employees are consistently exposed to stressful or unsafe working conditions.

According to the World Health Organization (WHO), psychosocial risks at work can include:

• Excessive workloads, understaffing, or an unsustainable work pace
• Long, unsocial, or inflexible working hours
• Limited control over how work is done
• Unclear job responsibilities or conflicting expectations
• Limited support from colleagues or managers
• Workplace bullying, harassment, discrimination, or exclusion
• Job insecurity, inadequate pay, or limited career development
• Conflicting work and home responsibilities

These conditions don’t affect everyone in the same way. Employees have different circumstances, responsibilities, and support systems outside work. The same workplace demand may also affect people differently depending on their role, resources, and level of control.

Still, organizations have a responsibility to recognize that the way work is designed and managed can influence employee well-being.

The WHO estimates that 16% of working-age adults were living with a mental disorder in 2023. It also estimates that depression and anxiety account for approximately 12 billion lost working days globally each year, costing around US$1 trillion in lost productivity.

These figures point to a broader issue: mental health at work is not just an individual concern. It is also an organizational and public health concern.

Recognizing when work-related stress is becoming too much

Stress doesn’t always look the same from one person to another.

An employee who is struggling may become quieter during meetings. Another might seem more irritable, have difficulty concentrating, or start withdrawing from coworkers. Someone else may continue meeting deadlines while feeling increasingly exhausted behind the scenes.

Some common signs of stress include:

• Feeling irritated, angry, nervous, anxious, or uncertain
• Feeling helpless or overwhelmed
• Losing motivation or interest in work
• Feeling persistently tired or burned out
• Feeling sad or having difficulty managing emotions
• Having trouble sleeping
• Struggling to concentrate or make decisions

These experiences do not automatically mean someone has a mental health condition, and they do not necessarily indicate that someone is suicidal. But they can be signs that a person is under strain and may benefit from support.

It’s also important to remember that employees don’t always feel comfortable sharing what they’re going through. They may worry about being judged, appearing incapable, affecting their career, or being treated differently by their manager.

That’s why organizations shouldn’t rely only on employees speaking up when something is wrong. A supportive workplace makes it easier to ask for help before things become harder to manage.

Burnout is more than being tired

We’ve all had those weeks when work feels like a lot. A demanding deadline, a busy season, or a difficult project can leave anyone feeling exhausted.

But burnout is different from simply having a tiring day.

The Centers for Disease Control and Prevention (CDC) describes burnout as a long-lasting state in which workers often feel exhausted and cynical. It can affect a person’s ability to respond to everyday activities effectively, both at work and outside it.

Burnout may also be associated with a greater likelihood of experiencing mental health conditions such as anxiety and depression. It can affect employee engagement and retention, with some workers choosing to leave their jobs or even their professions.

Burnout can develop when employees face ongoing demands without enough resources to meet them.

Think about a team that is consistently understaffed, expected to deliver more with less time, and given little control over priorities. Even highly motivated employees can struggle when the conditions around them remain unsustainable.

The answer isn’t always to teach employees how to manage stress better. Sometimes, the work itself needs to change.

What organizations can do to support employee mental health

Mental health initiatives can be valuable, but they work best when they are supported by everyday workplace practices.

The WHO recommends organizational interventions that assess and address psychosocial risks by modifying, mitigating, or removing the conditions that contribute to them.

Here are practical ways organizations can start.

1. Look at the workload, not just the employee’s ability to cope

When employees are overwhelmed, it can be tempting to recommend time management tips, mindfulness activities, or stress management sessions.

These can be useful tools, but they won’t solve an unsustainable workload on their own.

Managers should regularly assess whether employees have realistic deadlines, enough resources, and clear priorities.

That might mean:

• Reviewing workloads and redistributing tasks when necessary
• Identifying which deadlines are genuinely urgent
• Clarifying what can be delayed or deprioritized
• Addressing recurring understaffing or bottlenecks
• Making sure employees have the tools and information they need

If a team is consistently working beyond its capacity, the solution should involve reviewing the conditions creating that pressure—not simply asking everyone to become more resilient.

2. Give employees more flexibility and control

Work-life balance looks different for everyone.

Some employees may be managing caregiving responsibilities. Others may be dealing with health concerns, long commutes, or personal circumstances that affect when and how they can work.

Where the role allows it, flexible working arrangements can give employees more control over their schedules and help them manage competing responsibilities.

Organizations can explore:

• Flexible start and finish times
• Clear expectations around working hours
• Reasonable adjustments to schedules or assignments
• Opportunities to take breaks and use leave
• More employee input into how work is planned

Flexibility doesn’t mean removing expectations or accountability. It means finding realistic ways for people to meet their responsibilities without creating unnecessary strain.

And it shouldn’t be reserved only for employees who feel comfortable asking for it.

3. Make it easier to talk about mental health

A workplace can have mental health resources available and still have employees who are afraid to use them.

If people believe that sharing a concern will affect how their manager sees them, they may choose to stay silent.

Leaders can help create a more open environment by treating mental health as a normal part of employee well-being—not something that should only be discussed when a person reaches a breaking point.

This can include:

• Talking about mental health without judgment or stigma
• Sharing available support options regularly
• Respecting employees’ privacy and boundaries
• Responding to concerns with empathy rather than blame
• Making it clear that employees don’t need to disclose personal details to ask about support

Managers don’t need to have all the answers. Often, the first step is simply making space for an honest conversation and helping employees find the appropriate support.

4. Train managers to recognize and respond to distress

Managers have an important role in shaping employees’ day-to-day experiences. They help set expectations, distribute work, communicate changes, and influence whether people feel safe raising concerns.

The WHO recommends manager training that builds skills in recognizing emotional distress, communicating openly, listening actively, and understanding how workplace stressors can affect mental health.

Practical training can help managers learn how to:

• Notice changes in an employee’s behavior or engagement without jumping to conclusions
• Ask thoughtful, non-intrusive questions
• Listen without immediately trying to fix everything
• Discuss workload or workplace concerns constructively
• Explain available support and referral options
• Respect confidentiality and understand the limits of their role

A manager is not a therapist, and they should not be expected to diagnose or treat mental health conditions.

Their role is to respond with care, address work-related concerns where possible, and help connect employees with appropriate support when needed.

5. Address bullying, harassment, and discrimination

Employees cannot be expected to feel psychologically safe in an environment where they are repeatedly disrespected, excluded, or mistreated.

Bullying, harassment, discrimination, and other harmful workplace behaviors can contribute to psychosocial risks. These issues need to be addressed through clear policies and consistent action—not just statements about company values.

Organizations should make sure employees know:

• What behavior is unacceptable
• How to report concerns
• Who they can approach for help
• What happens after a concern is raised
• How confidentiality and protection from retaliation are handled

Policies matter, but so does what happens when someone actually uses them.

If employees see concerns being ignored or dismissed, they may become less likely to seek help in the future.

6. Make mental health support accessible and clear

Employees shouldn’t have to search through multiple documents or guess whom to approach when they need support.

Organizations can make existing resources easier to access by clearly communicating available options, such as:

• Employee Assistance Programs (EAPs), where available
• Mental health benefits or healthcare coverage
• Occupational health services
• HR or designated workplace support contacts
• Reasonable accommodations and leave options
• External professional support services

It’s also important to explain what each resource offers, how employees can access it, and what privacy protections apply.

Sharing resources once during onboarding may not be enough. Reminders can be especially helpful during demanding periods, organizational changes, or times when employees may be experiencing increased stress.

7. Ask employees what they actually need

Mental health initiatives are more useful when they reflect employees’ real experiences.

Rather than assuming what will help, organizations can create opportunities for employees to share what is working, what is difficult, and what needs to change.

This could include regular check-ins, anonymous feedback channels, or short pulse surveys.

Questions might explore:

• Are workloads manageable?
• Do employees understand their priorities and responsibilities?
• Do they feel comfortable raising concerns?
• Do they have enough support from their manager?
• Do they know where to find mental health resources?
• What changes would make their work more sustainable?

Feedback should lead to action wherever possible. Asking employees to share their concerns without communicating what happens next can make them feel unheard.

The goal isn’t to collect personal mental health information unnecessarily. It’s to understand workplace conditions and identify practical improvements.

What managers can do in everyday conversations

Organizational policies are important, but employees also experience workplace culture through everyday interactions.

A regular check-in can be a useful opportunity to understand how someone is doing, not just how their tasks are progressing.

Instead of asking only, “How’s work going?”, a manager might ask:

• “How’s your workload feeling this week?”
• “Are your current priorities manageable?”
• “Is anything making your work harder than it needs to be?”
• “What kind of support would be helpful right now?”
• “Is there anything we should adjust?”

The important part is giving the employee room to answer honestly.

If someone shares that they’re struggling, a manager doesn’t need to immediately offer advice or compare their experience with someone else’s.

They can start by listening, acknowledging what the person has shared, and asking what kind of support would be helpful.

For example:

“I’m glad you told me. We don’t have to figure everything out right now, but let’s look at what’s been making work difficult and what we can do to help.”

A supportive conversation should never become an interrogation. Employees should be able to decide how much personal information they want to share.

And if the concern involves a serious mental health issue, managers should help connect the employee with appropriate professional or emergency support rather than trying to manage the situation alone.

What employees can do when work feels overwhelming

While organizations have a responsibility to address workplace risks, employees can also take steps to seek support and manage stress where possible.

If work has been taking a toll on your well-being, consider:

• Talking to someone you trust. This might be a supportive colleague, manager, friend, family member, or mental health professional. You don’t have to share everything to let someone know you’re having a difficult time.
• Identifying what’s contributing to the stress. Is it the workload, unclear expectations, a difficult working relationship, long hours, or something outside work? Understanding what is contributing to the pressure can help you identify what kind of support may be useful.
• Raising concerns where it feels safe to do so. If work demands have become difficult to manage, consider discussing priorities, deadlines, or available adjustments with your manager or another appropriate workplace contact.
• Taking breaks and making room for recovery. When possible, step away from work during breaks, stretch, get outside, or connect with people who help you feel supported. Activities outside work that you enjoy can also help you make space for rest and connection.
• Finding out what support is available. If your workplace offers mental health benefits, an EAP, or other resources, take some time to understand how to access them.

These steps can help, but they are not a substitute for addressing harmful work conditions. Employees should not be expected to manage serious or ongoing workplace stress entirely on their own.

And if you’re struggling, asking for help is not a failure to cope.

How does this connect to suicide prevention?

Suicide is complex. There is no single cause, and workplace stress or burnout alone cannot explain why someone may experience suicidal thoughts or behavior.

However, work is one part of a person’s wider life, and certain employment-related experiences—including job insecurity, financial instability, and recent job loss—can contribute to mental health difficulties and suicide risk.

This makes workplace mental health relevant to suicide prevention, while also reminding us not to oversimplify it.

A workplace cannot prevent every mental health crisis, but it can help reduce avoidable stressors, make support easier to access, and create an environment where people are more likely to feel heard.

That means taking concerns seriously, addressing harmful working conditions, supporting employees through difficult periods, and knowing when to connect someone with professional help.

It also means understanding that mental health support shouldn’t depend on whether an employee appears visibly distressed. People can be struggling even when they continue to perform well, meet deadlines, and show up every day.

During Suicide Prevention Month, organizations can use this opportunity to review whether their policies, practices, and everyday interactions make it easier—or harder—for employees to seek support.

Building a workplace where people can ask for help

A mentally healthier workplace isn’t built through one campaign, one webinar, or one wellness day.

It takes consistent effort: realistic workloads, supportive managers, clear communication, fair treatment, accessible resources, and meaningful employee involvement.

For leaders, that means looking beyond individual coping strategies and asking what can change about the way work is organized.

For managers, it means making space for honest conversations and responding with care.

For employees, it means knowing that support is available and that they don’t have to navigate difficult experiences alone.

And for organizations as a whole, it means treating employee mental health as an ongoing responsibility—not just a topic for September.

This Suicide Prevention Month, let’s make the conversation count by building workplaces where people feel supported, respected, and able to ask for help.

Because supporting people at work isn’t only about helping them get through the day. It’s about creating the conditions for them to participate, grow, and thrive.

Further reading and resources

For organizations, managers, and employees who want to learn more:

• WHO: Mental health at work — An overview of workplace mental health risks and recommended actions.
• WHO: Guidelines on mental health at work — Evidence-based recommendations on organizational interventions, training, and support.
• WHO and ILO: Mental health at work — Policy brief — Practical guidance for governments, employers, and worker representatives.
• CDC: Caring for workers and professionals — Information on work-related stress, burnout, and supporting workers.
• CDC: Healthcare workers — Work stress and mental health — Information on stress and burnout in healthcare settings.
• CDC: Suicide and occupation — Resources on suicide and occupational factors.
• Mind Share Partners: Leaders Go First — Resources focused on leadership and workplace mental health.