The Role of Managers in Employee Mental Health: A Critical Business Priority

In today’s fast-paced workplace, whether on-site, remote, or hybrid, mental health is no longer a “nice-to-have” consideration—it’s a business imperative. For HR leaders, the challenge is not just implementing programs and policies but ensuring that frontline managers are equipped to support their teams effectively. While certain Employee Assistance Programs (EAPs) and wellness initiatives provide vital resources, the daily interactions between managers and employees can make or break workplace well-being.

Why Managers Matter More Than Ever

A recent Gallup study found that 70% of the variance in employee engagement is due to the manager. Engaged employees experience less stress, have better mental health outcomes, and are significantly less likely to leave their jobs. Yet, many managers feel ill-equipped to handle conversations about stress, burnout, or mental health challenges.

Research from Mind Share Partners (2023) revealed that 76% of employees reported experiencing at least one symptom of a mental health condition in the past year, and 86% of employees believe that workplace culture should support mental health. Managers are a critical piece of this equation, as they set the tone for a psychologically safe and supportive work environment.

So, how can HR leaders help managers take an active role in supporting mental health while maintaining productivity and business performance? Here are some key strategies:

1. Train Managers to Recognize and Address Mental Health Concerns

Managers don’t need to be therapists, nor should they try to be, but they do need to recognize when an employee is struggling. HR teams should equip managers with training on:

• Recognizing early signs of burnout, stress, or depression (e.g., absenteeism, disengagement, mood changes).

• Understanding how to have compassionate yet professional conversations about mental health.

• Knowing when and how to refer employees to EAPs or other mental health resources.

Key Action for HR: Offer structured training and experienced resources, including role-playing exercises and real-life scenarios, so managers feel confident navigating mental health discussions.

2. Promote Psychological Safety in the Workplace

Psychological safety—the belief that employees can speak up without fear of punishment or embarrassment—is crucial for mental well-being. Google’s Project Aristotle study found that psychological safety is the number one predictor of a high-performing team. When employees feel safe, they are more likely to voice concerns, ask for help, and collaborate effectively.

Managers play a vital role in creating this culture by:

• Encouraging open dialogue and leading with vulnerability.

• Normalizing discussions about mental health by sharing personal experiences when appropriate.

• Reinforcing that seeking help is a strength, not a weakness.

Key Action for HR: Develop communication guidelines that help managers foster open, stigma-free discussions. Encourage leaders to model healthy behaviors, like taking mental health days and establishing work-life boundaries.

3. Implement Workload Management Strategies to Prevent Burnout

Burnout is a major contributor to mental health struggles, and it’s a growing concern in today’s workplace. The World Health Organization (WHO) officially recognizes burnout as an occupational phenomenon, with symptoms including exhaustion, cynicism, and reduced professional efficacy.

Managers can mitigate burnout by:

• Encouraging reasonable workloads and ensuring fair task distribution.

• Supporting flexible work arrangements where possible.

• Setting realistic deadlines and ensuring employees take time off when needed.

Key Action for HR: Provide managers with tools to evaluate and balance workloads, such as pulse surveys or workload mapping exercises, to identify and address areas of concern.

4. Encourage Managers to Model Healthy Behaviors

Employees look to their managers for cues on workplace culture. If leaders prioritize their own well-being, employees are more likely to follow suit. Conversely, if managers glorify overwork and stress, employees may feel pressured to do the same.

Best practices for managers include:

• Taking regular breaks and encouraging their teams to do the same. This does not imply interrupting achieved flow state, but rather stretching your legs and clearing your mind with intention.

• Avoiding after-hours emails and promoting work-life balance.

• Using their own EAP benefits and sharing success stories to destigmatize seeking support.

Key Action for HR: Encourage senior leadership to champion well-being initiatives and hold managers accountable for promoting a healthy work culture.

5. Leverage EAPs and Mental Health Resources Effectively

The right EAP can be a powerful tool for employee well-being, but their effectiveness largely depends on awareness and accessibility. Managers should be well-versed in:

• What EAP services are available.

• How to refer employees to these resources in a supportive manner.

• How to use EAP services themselves to lead by example.

Key Action for HR: Conduct regular manager-focused discussions on how to integrate EAPs into everyday workplace support.

Empowering Managers for a Mentally Healthy Workforce

Employees with strong managerial support for mental health are more engaged, productive, and loyal. As workplace expectations evolve, the role of managers in mental health will continue to expand, making it imperative for organizations to prioritize this area.

By equipping managers with the right tools and resources, companies can foster a culture of psychological safety, reduce burnout, and create workplaces where employees can truly thrive.

If you’d like to learn more about how to optimize your organization’s workplace mental health and wellness strategy, reach out to the team at Covenant Workplace Solutions today to schedule that discussion!