Investments in mental health and wellbeing have increased over the past 10 years with organisations acknowledging mental health as an important business issue. Many cannot convert these efforts into meaningful outcomes – only 25% of the UK’s largest companies have improved workplace mental health, according to the CCLA Corporate Mental Health Benchmark.
People managers face increasing challenges with safeguarding their teams’ mental health. With 2025 close, it’s clear that a rethink of priorities is essential to meet the evolving needs of a diverse, and sometimes hybrid workforce.
We have summarised some focus areas for people managers to effectively support employee wellbeing, and foster resilient workplace cultures.
- Individualise wellbeing support
One siz fits all initiatives are often ineffective. Actively working to understand your employees, and customising support to meet their needs, can help to build trust and ensures that individual problems can be dealt with . This may mean ensuring working parents have flexible working hours, or specialised mental health support for those experiencing the menopause, or offering resources to help employees navigate financial difficulties or grief.
- Approach employee wellbeing holistically
Mental and physical health are inextricably linked and ignoring this relationship can limit the effectiveness of wellbeing plans. Long-term physical health conditions negatively impact mental health and sleep deprivation, for example, can hinder emotional intelligence, creativity, and problem-solving abilities.
By viewing wellbeing holistically, organisations empower employees to build resilience across all aspects of their lives. Employers who prioritise holistic wellbeing not only enhance individual health, but also increase productivity and drive organisational success.
- Recognise the unique challenges facing hybrid workers
An “always-on” culture is a risk. Nurture connection & balance. Encourage employees to log off after hours and avoid normalising late-night email culture. Have regular virtual check-ins and in-person team events. Ensure hybrid workers have access to the same resources, development opportunities & recognition as their on-site peers.
- Refresh managerial mental health training
Managers wield significant influence over their teams’ mental health.
The problem not only lies in a lack of appropriate training, but also in the absence of ongoing training. Mental health is ever-changing, so ongoing and regularly updated learning is essential to ensure employees are effectively supported.
- Ensure leadership buy-in
Leadership buy-in sets the tone for the entire organisation, signalling that mental health is a strategic priority. Leaders could allocate sufficient budgets for wellbeing initiatives, incorporate mental health metrics into business performance goals, and share their own challenges or wellbeing practices to help destigmatise mental health issues.
- Build psychological safety
Training managers to ensure they are offering empathy and validation – the key elements of active listening. Employees need to trust that their disclosures won’t be used against them.
Mental health is at the core of organisational success
Poor mental wellbeing costs employers in the UK around £45 billion p.a. through presenteeism, sickness absence and staff turnover. A preventative approach and addressing these six priorities can help businesses turn investment into impact, ensuring their workforce is resilient, engaged, and prepared for 2025.
The workplace of 2025 needs a sophisticated, responsive approach to mental health. People managers hold the keys to strategies that address the evolving needs of their people. Mental health is not a peripheral concern – it’s a key driver of organisational success.