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Resource 4: How to support staff who are experiencing a mental health problem
Introduction
This guide sets out simple, practical and
inexpensive steps that any organisation can
take to support staff at every stage of the
mental health spectrum – whether they’re
stressed or have a diagnosed mental health
condition. The approaches in this guide are
universal principles designed to support a
diverse range of people across a range of
workplaces. It looks at:
1. How to create a culture that supports staff
to be open about their mental health
2. How to have a conversation with someone
about their mental health
3. How to support someone experiencing a
mental health problem
4. How to manage an employee’s time off
sick and their return to work
Mind is not providing legal advice but
practical guidance – employers may also
need to obtain their own legal advice on
the approach to take in any particular case.
Having clear policies and approaches for
managing mental health helps organisations
ensure consistency but in practice this may
look different in different workplaces and
contexts. For example small businesses may
not have formal policies for every situation
but they can still develop a clear positive
culture and approach on mental health and
communicate this clearly to staff.
Right now 1 in 6 workers is dealing with
a mental health problem such as anxiety,
depression or stress. This can stop people
performing at their best.
Organisations perform better when their staff
are healthy, motivated and focused. Smart
employers support employees who are
experiencing mental health problems to cope
and recover. The support people receive from
employers is key in determining how well and
how quickly they are able to get back to peak
performance.
Standing by people when they experience
a mental health problem is not only about
keeping hold of a valuable staff member –
it also sends a message about your
organisation’s values. All employees need to
see that their organisation lives its values and
treats its people well. Trust and integrity are
key drivers of engagement and organisations
that support staff reap the benefits in terms of
loyalty and commitment from all employees.
We all have mental health – it moves up and
down a spectrum from good to poor and it’s
affected by a range of factors both in and
outside of work. Starting a conversation about
it doesn’t have to be difficult – we can show
you how to effectively support your staff and
increase employee engagement, motivation
and productivity.
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Resource 4: How to support staff who are experiencing a mental health problem
1. How to create a culture that supports staff
to be open about their mental health
If you take proactive steps to create a
more open and supportive culture, over time
staff should begin to feel more confident to
talk to managers about their mental health.
However, it’s important to remember culture
change doesn’t happen overnight and the
individual relationships between managers
and employees are the key to getting this
right. If people are able to receive support
quickly, this can often help steer them away
from developing a more serious problem. For
this reason, it’s vital that organisations have
clear, well publicised channels in place for
employees to raise concerns and take positive
action promptly when staff seek help.
Our previous guide highlighted key manager
behaviours that help create the right culture
and space for staff to be open and seek
support. Managers need to be approachable
and confident about mental health and should
take steps to normalise conversations about
mental health and encourage open dialogue.
Regular one-to-one meetings and catch-
ups are a great place to ask your staff how
they’re getting on and doing so regularly will
help build trust and give employees a chance
to raise problems at an early stage.
Too often employees are scared to tell their
manager about a mental health problem and
so problems can spiral. A recent survey
revealed that one in five people felt they
couldn’t tell their boss if they were overly
stressed at work and less than half of people
diagnosed with a mental health problem had
told their manager.
1
Organisations need to send a clear signal
to staff that their mental health matters and
being open about it will lead to support, not
discrimination. A simple way to communicate
this is to explain that mental health will be
treated in the same way as physical health.
Organisations can back this commitment
up with a clear mental health strategy
and specific policies to ensure employees
experiencing mental health problems get
the support they need straight away. Our
previous guide, How to promote wellbeing
and tackle the causes of work-related mental
health problems, sets out simple, practical and
inexpensive steps to help you improve mental
wellbeing for all staff, tackle the causes of
mental health problems and boost employee
engagement.
1. Populus poll for Mind of 2,060 adults in England and Wales in employment – polled between 6 and 10 March 2013
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Resource 4: How to support staff who are experiencing a mental health problem
2. How to have a conversation with someone
about their mental health
It needn’t be awkward or difficult – just as
you would with physical health a good place
to start is simply to ask someone how they’re
doing. The first step is to establish open
communication (which should be maintained
if people take time off for sickness absence)
leading to understanding and appropriate
support.
How do I know if someone’s experiencing
a mental health problem?
You know the people in your team and you
may notice changes in them. However, it’s
important to remember everyone’s experience
of a mental health problem is different and
there may be no outward sign – this is why
it’s so important to create an environment
where people can be open. You should never
make assumptions about people’s mental
health but clues might include:
• changes in people’s behaviour or mood or
how they interact with colleagues
• changes in their work output, motivation
levels and focus
• struggling to make decisions, get organised
and find solutions to problems
• appearing tired, anxious or withdrawn and
losing interest in activities and tasks they
previously enjoyed
• changes in eating habits, appetite and
increased smoking and drinking.
Work is the most stressful factor in people’s
lives
2
but often people don’t feel able to ask
for help when they’re struggling. This silence
feeds misunderstanding and prejudice which
can make it harder for people to be open.
This is why it’s vital that managers routinely
ask staff how they’re doing and discuss their
mental health – it helps build up people’s
confidence to speak up earlier on and get the
help they need sooner.
Sometimes people can worry about how to
approach a conversation about a person’s
mental health but there are no special skills
needed – just the ones you use every day as a
people manager like common sense, empathy,
being approachable and listening. If you do
nothing, problems can spiral, with a negative
impact for individuals and organisations.
If you think a member of your team may be
experiencing a mental health problem, you
may need to take the lead and raise this with
them, as people often don’t feel able to bring
it up themselves. Sometimes when managers
lack confidence about mental health they
may make this conversation overly formal
or escalate it to HR or Occupational Health
straight away. However, as their manager,
you will know your employee best and it’s
important you take the lead and talk with them
yourself. The way managers behave and
the relationship they have with staff are key
factors in shaping how employees respond
when they’re experiencing stress and poor
mental health. It’s vital that managers start this
process off in a positive and supportive way.
2. Populus poll for Mind of 2,060 adults in England and Wales in employment - polled between 6 and 10 March 2013
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Resource 4: How to support staff who are experiencing a mental health problem
1. Choose an appropriate place – somewhere
private and quiet where the person feels
comfortable and equal. Possibly a neutral
space outside of the workplace. If they are
a remote worker, consider whether going
to where they are may help.
2. Encourage people to talk – people can
find it difficult to talk about their mental
health but it helps to have an open culture
where conversations about mental health
are routine and normalised. Ask simple,
open and non-judgmental questions and
let people explain in their own words how
their mental health problem manifests, the
triggers, how it impacts on their work and
what support they need.
3. Don’t make assumptions – don’t try to
guess what symptoms an employee might
have and how these might affect their
ability to do their job – many people are
able to manage their mental health and
perform their role to a high standard but
may require support measures when
experiencing a difficult period.
4. Listen to people and respond flexibly –
everyone’s experience of a mental health
problem is different so treat people as
individuals and focus on the person, not
the problem. Adapt your support to suit the
individual and involve people as much as
possible in finding solutions to any work-
related difficulties they’re experiencing.
Remember effective workplace adjustments
are often quite individual but needn’t be
costly or require huge changes.
5. Be honest and clear – if there are specific
grounds for concern, like high absence
levels or impaired performance, it’s important
to address these at an early stage.
6 Ensure confidentiality – people need to be
reassured of confidentiality. It’s sensitive
information and should be shared with
as few people as possible. Create strict
policies to ensure this. Discuss with the
individual what information they would
like shared and with whom. For further
information on data protection see the
Information Commissioner’s Office.
7. Develop an action plan – work with your
employee to develop an individual action
plan which identifies the signs of their
mental health problem, triggers for stress,
the possible impact on their work, who
to contact in a crisis, and what support
people need (see next section). The plan
should include an agreed time to review
the support measures to see if they’re
working.
8. Encourage people to seek advice and
support – people should speak to their
GP about available support from the
NHS such as talking therapy. If your
organisation has an Employee Assistance
Programme it may be able to arrange
counselling. The Mind Infoline can signpost
people on to support and our network of
local Minds across the country can also
help source advice and support.
9. Seek advice and support yourself – the
Mind Infoline and local Minds can provide
information to employers too. Occupational
Health (if you have it) can provide tailored
advice to support both employers and
employees. If relationships have become
strained or confrontational mediation can
help – some local Minds run mediation
services, as do ACAS. Small businesses
can access the free Health for Work
Adviceline service provided by NHS
occupational health services.
10. Reassure people – people may not
always be ready to talk straight away so
it’s important you outline what support is
available, tell them your door is always
open and let them know you’ll make sure
they get the support they need.
How to have a conversation with an individual about their mental health
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Resource 4: How to support staff who are experiencing a mental health problem
3. How to support someone experiencing
a mental health problem
In some cases people may be unable to
identify appropriate adjustments themselves
so you may need to try some out. The
best approach here is to decide on positive
action and regularly monitor and review this
to check it’s working, further tweaking the
approach if necessary.
Case studies – simple, practical
and inexpensive changes
Sita was experiencing anxiety and needed
the reassurance of her boss regularly
acknowledging her work, saying ‘thank you’
and greeting her in the morning. Otherwise
she worried she’d done something wrong.
Simon takes his lunch break in three
20-minute slots over the day to manage
his mental health and take time out when
he’s feeling under pressure.
Alison experienced a family bereavement
and was struggling with phone calls from
the public which can be challenging and
emotional. A temporary adjustment was put
in place so another team member could field
her calls for a period until she felt able to
manage external contact again.
Some organisations have policies on
leave of absence and extra leave to enable
staff who are experiencing a personal crisis
to take some time away from work. A short
period of unpaid leave can be effective in
supporting people experiencing situational
depression – e.g. triggered by bereavement
or relationship breakdown.
Now you’ve opened up a dialogue with
your employee about their mental health the
priority is to develop positive steps to address
the key issues they’re struggling with. Clear
policies on workplace adjustments are crucial
to support staff to cope and recover and
reduce the length of mental health related
sickness absence.
These steps are generally quite small and
simple adjustments to someone’s job role
or extra support from their manager. Often
the necessary change is one of attitude,
expectations or communication – rather than
a major change or significant cost. However,
effective steps tend to be very individual. For
this reason it’s vital you have a meaningful
conversation with your employee about their
needs and really listen to them.
• Be positive – focus on what employees can
do, rather than what they can’t.
• Work together and involve people in finding
solutions as much as possible.
• Remember people are often the expert
when it comes to identifying the support or
adjustment they need and how to manage
their triggers for poor mental health.
While voluntary and agreed adjustments are
supportive, it’s important that people are not
treated differently or asked to do things that
others are not required to e.g. keeping extra-
detailed timesheets. Being micro-managed or
made to account for all of your time can be
counter-productive and damage peoples’ self-
esteem. It may also be discriminatory.
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Resource 4: How to support staff who are experiencing a mental health problem
Adjustments for mental health are generally
simple, practical and cost-effective. This is not
an exhaustive list – employers should explore
with the individual their specific needs and be
as creative as possible when thinking about
how to address these issues.
Changes to how people perform their role
• Flexible hours or change to start/finish time.
For shift workers not working nights or
splitting up their days off to break up the
working week can also help
• Change of workspace – e.g. quieter, more/
less busy, dividing screens
• Working from home (although it’s important
to have regular phone catch ups so people
remain connected and don’t feel isolated)
• Changes to break times
• Provision of quiet rooms
• Light-box or seat with more natural light for
someone with seasonal depression
• Return-to-work policies e.g. phased return
– reduced hours gradually building up
• Relaxing absence rules and limits for those
with disability-related sickness absence
• Agreement to give an employee leave at
short notice and time off for appointments
related to their mental health, such as
therapy and counselling.
Changes to the role itself (temporary
or permanent)
• Reallocation of some tasks or changes to
people’s job description and duties
• Redeployment to a more suitable role
• Training and support to apply for vacancies
and secondments in other departments.
Extra support
• Increased supervision or support from
manager. For example, some people can
take on too much so may need their manager
to monitor their workload to prevent this
and ensure they’re working sensible hours
• Extra training, coaching or mentoring
• Extra help with managing and negotiating
workload
• More positive and constructive feedback
• Debriefing sessions after difficult calls,
customers or tasks
• Mentor or ‘buddy’ systems (formal or
informal)
• Mediation can help if there are difficulties
between colleagues
• Mental health support group or disability
network group
• Self-referral to internal support available
• Identifying a ‘safe space’ in the workplace
where the person can have some time out,
contact their buddy or other sources of
support and access self-help
• Provision of self-help information and
sharing approaches and adjustments that
have proven effective at supporting others
• Encourage people to work on building up
their resilience and doing things that support
good mental health such as exercise,
meditation or eating healthily
• Encourage people to be more aware of
their mental state and reflect on what
factors affect it in the workplace
• Provide regular opportunities to discuss,
review and reflect on people’s positive
achievements – this can help people to
build up positive self-esteem and develop
skills to better manage their triggers for
poor mental health.
Workplace adjustments
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Resource 4: How to support staff who are experiencing a mental health problem
Legal duties
Remember, once aware of health or
disability information, employers have
legal duties to consider making reasonable
adjustments. They also have a general duty
of care and responsibility for employee
health and preventing personal injury.
However, adjustments should be made to
help all staff cope and recover, whether
or not they have a formal diagnosis. For
information about when an employer
may have a duty to make adjustments to
someone’s job role, see Mind’s legal briefing
on disability discrimination in employment.
On-the-job support
From time to time we all need extra practical
support or reassurance from managers. This
on-the-job support is often key to supporting
people’s mental health by helping them cope
with challenges they’re experiencing at work.
If you follow the steps in the previous section
you should have a positive conversation with
your employee, leading to mutual agreement
on key practical support measures. It’s
vital that support measures are decided by
managers and employees together as people
usually know their own mental health and
needs best. Other staff such as HR can also
help you develop appropriate support.
The goal for managers should be to help
people feel trusted and capable and provide a
sense of supported empowerment. Sometimes
managers can micromanage staff who are
experiencing a mental health problem or take
away all challenging and meaningful work
responsibilities from them. This can often be
counter-productive because if people don’t
feel their work is meaningful they can lose
motivation. Self-esteem and anxiety issues
can also be exacerbated when people feel
their abilities aren’t being trusted.
On the other hand employees don’t want
their manager to be distant when they’re
struggling. Managers should continue to
give employees work that is challenging and
engaging but at the same time it’s important
to be there to offer support. The only way to
get the balance right is to maintain regular
communication, keep asking people what
works for them and tweaking your level of
support and involvement in response.
It’s also important that all staff are trained in
issues relating to mental health so employees
who have mental health difficulties do not
experience prejudice or discrimination and are
appreciated for the contribution they make in
the workplace. In some cases an independent
support worker may also help support staff.
Example of on-the-job support
When people feel under pressure they
can find it hard to prioritise their workload.
Flexible working hours and increased one-
to-one supervision can help people better
manage their time and plan and prioritise.
Some people find a regular surgery-style
trouble-shooting session with their manager
helpful. You can go through the person’s
to-do-list together to coach them on how
to approach challenging tasks. This can act
as a useful pressure valve to help people
regain confidence and cope with challenges.
Other forms of support
Not all support comes from line managers or
HR. Our guide, How to promote wellbeing
and tackle the causes of work-related mental
health problems, has lots of useful ideas
about workplace policies and initiatives that
promote positive working relationships and
help colleagues support one another. Peer
support, buddy systems and mentoring, staff
forums, diversity networks and mental health
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Resource 4: How to support staff who are experiencing a mental health problem
and other support groups can all support
good staff mental health in this way.
Developing an action plan
Organisations should support managers to
work together with staff to develop a personal
action plan to proactively manage their mental
health. This allows people to plan in advance
and develop tailored support for a time when
they’re not coping so well. It also facilitates
open dialogue with managers – leading to
practical, agreed steps which can form the
basis for regular monitoring and review. An
action plan should cover:
• symptoms, early warning signs and triggers
• potential impact of people’s mental health
problem on their performance
• what support they need from their line
manager
• positive steps for the individual to take.
All staff should be offered a personal
action plan. This sends a clear message
that employee wellbeing matters to the
organisation and encourages early disclosure.
Case study: simple changes
Chloe was experiencing depression. Fearing
the worst, she disclosed her condition but
found that her boss did everything to support
her by offering:
• weekly catch ups to prioritise her workload
• flexible working
• afternoon naps to cope with the side
effects of medication.
This aided Chloe’s speedy recovery and
ability to stay in work.
“It doesn’t feel like I’ve been punished for
being depressed, it almost feels like I’ve
been rewarded for being honest.”
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Resource 4: How to support staff who are experiencing a mental health problem
Sometimes an employee may be so unwell
they need time off work to recover. The way
organisations manage a period of sickness
absence is key in shaping how well and how
quickly people are able to return to work and
get back to peak performance. To effectively
support staff to recover and return to work as
quickly as possible employers should:
• be proactive and get involved as early as
possible if someone is unwell
• take a person centred approach and be
sensitive to the individual’s needs
• be positive, professional and supportive
throughout the process
• maintain contact with people throughout
their sickness absence.
Organisations and managers should refer to
the ten steps outlined in section two to shape
a supportive approach to a member of staff
who is off sick. Early intervention is vital –
employees’ mental health problems are much
more likely to become recurrent or long-term
if not addressed promptly, with a negative
impact for the individual and the organisation.
It’s important to keep lines of communication
open. Managers sometimes lack confidence
or worry about doing or saying the wrong
thing. As a result they can be reticent about
maintaining contact with staff, but it’s vitally
important they do so. Some organisations
provide role play scenario training to build
managers confidence so they can proactively
manage these conversations in a way that
leads to greater understanding and support.
Organisations will have policies on sickness
absence and return to work. These should
make it clear people must be treated equally
whether their sickness absence is for a
mental health or physical health problem.
Organisations should support managers in
this – for example HR can provide advice and
support about how best to maintain contact
during an employee’s sickness absence
so managers can positively manage their
smooth return to work. If the relationship has
broken down with the manager, make sure
the person leading the contact is someone
who knows the employee and has a good
relationship with them.
The way employers manage a period of
sickness absence also sends a message
about the organisation’s values that has a
wider impact than simply on the individual.
Trust and integrity are key drivers of
engagement and organisations that support
staff reap the benefits in terms of loyalty and
commitment from all employees. If sickness
absence is managed poorly, the relationship
between employee and employer can break
down. In some cases people may lose
confidence to return to work – leading to
the loss of a valuable member of staff and
damaging morale across the organisation.
4. How to manage an employee’s time off sick
and their return to work
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Resource 4: How to support staff who are experiencing a mental health problem
• Send a ‘get well soon’ card as you would
with a physical health problem
• Be clear the organisation will support
people during their absence and
reassure them their job will be there
when they return
• Maintain regular open and meaningful
communication with people – agree
together the frequency of contact early
on and confirm this in writing
• Take your lead from how people choose
to communicate – whether by phone,
email, text or face-to-face – and keep
checking that the current arrangement is
still working for people
• Have an open-door policy so the person
can approach you with any concerns
• Ask how people are doing and focus
conversations on their well-being
• Make it clear people should not rush
back to work or push themselves too
much
• Consider visiting the employee at home,
but only with their consent
• Staying in touch with friends can support
people’s smooth return so encourage
work colleagues to keep in touch
• Keep people in the loop about important
developments at work so they still feel
connected
• Regularly communicate with HR/
Occupational Health, act on their
recommendations and keep people
informed
• Agree what information they would
like shared with colleagues – close
colleagues will want to know how they
are getting on
• Communicate clearly with the team and
ensure they understand the situation.
If they have to pick up extra work it’s
vital this is managed well. There may
be uncertainty about if or when their
colleague may return. If colleagues feel
the person is receiving unfair special
treatment this needs to be constructively
challenged
• If there are grievances or other concerns
raised, work to resolve these as quickly
as possible and keep people informed of
progress.
Tips for managers – while an employee is off sick
Preparing for an employee’s return
to work
When people are ready to return to work
managers should arrange to meet up in a
neutral comfortable venue to catch up and
discuss the details of their return together.
An effective return-to-work interview is
vital to build trust and engagement with the
employee and support their smooth and
sustainable return to work. By following
the key principles outlined in section two
you should have a productive conversation
leading to a return-to-work plan that identifies
positive steps to support their return.
If the person is not yet open about their
mental health, the interview is a great
opportunity to explore with them what factors
are contributing to their absence and to
identify if they have an underlying mental
health problem.
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Resource 4: How to support staff who are experiencing a mental health problem
Tips for the return-to-work
interview
• Tell people they were missed
• Explain the return-to-work process/
procedures
• Reassure people they are not expected to
walk straight back into full time hours or
to manage a full-time workload
• Ask the employee how they’re feeling
• Use open questions that require more
than just a ‘yes’ or ‘no’ answer and give
people lots of space and time to talk
• Listen and try to empathise with the
employee
• Ask if there are any problems at work
that might be causing them stress
• Ask if there are difficulties outside work
that might be contributing to their absence
• Discuss the person’s mental health
problem and the possible impact on their
work
• Discuss possible solutions and ensure
you are aware of sources of available
support
• Discuss any worries the person has
about returning to work, reassure them
that this is normal and agree a strategy to
address these concerns together
• Try to prepare people for how they may
feel on their return and also to think
about how they want to manage their
return e.g. what they want to say to
colleagues
• Understand that despite looking fine,
someone may still be unwell.
Return-to-work plan
It’s absolutely vital an employee’s return to
work is managed well. If it’s too pressurised
or overwhelming, there is a risk they may
find it stressful and may then go on sick
leave again. A return-to-work plan is a key
tool to help you manage this process. It
should address the person’s health needs
and ensure their return to work is supported
through appropriate agreed steps (outlined in
section three) for employees and managers
to take. This may include:
• practical steps and workplace adjustments
• on-the-job support from line manager and HR
• other forms of support such as peer support.
Discussing these steps in advance with
people and producing a written plan together
will help reassure people their needs will be
met on their return. Doing so helps managers
and employees to identify what is expected
of each person and to reduce anxieties either
person may have. Having a written plan also
helps you to monitor and review the approach
and actions you’ve each committed to – in
order to check they are working as intended.
If not, further alterations can be discussed.
The first day back at work
The first day back at work is very important.
Managers should try to make this as smooth
as possible. People can often feel anxious
about returning to work. They may feel self-
conscious about something that happened
before they went off sick or feel they’ve let
colleagues down. You should decide together
beforehand what colleagues will be told.
People may like to be met at the door or to
travel in together. Managers may also want to
check that the employee has plans for lunch –
possibly with a colleague they are close to.
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Resource 4: How to support staff who are experiencing a mental health problem
• Meet the individual on their first day back
• Have a plan for the person’s first day to
ensure they feel included and welcomed
e.g. in lunch plans
• Discuss if there are particular tasks,
responsibilities or relationships that people
are apprehensive about and consider
temporary changes to their role during their
initial return to work to help manage this
• Explore potential return-to-work adaptations
with an open mind
• Explain any recent changes that affect the
individual’s role, responsibilities and work
practices
• Incorporate a phased return to work for the
individual, if appropriate
• Make the individual’s first few weeks back
at work as low-stress as possible
• Involve a ‘buddy’ – someone they are
friends with – to help people reintegrate into
the workplace, involve them in tea rounds
and lunch plans and also bring them up to
speed on any changes to how things are
done in the organisation e.g. changes to
staff, systems or processes
• Promote a positive team spirit and
encourage colleagues to make sure the
person feels welcome and their return is
comfortable
• Colleagues are often unsure if it’s ok to ask
how people are but, just as with a physical
health problem, most people appreciate
being asked how they’re doing
• Keep in regular contact with the returning
employee and regularly ask how they are
• Ensure there are regular on-going
opportunities to monitor and review what’s
going well and what’s not going well, to
make sure the support / adjustments are
helping and to tweak these if they aren’t
quite right.
How to help employees plan to stay well
Once people are well, it can be easy to forget
what they’ve learned about factors that affect
their mental health. However, it’s vital to help
people reflect on this and develop a plan to
promote positive, healthy behaviours.
Counsellors often suggest that people produce
a plan that outlines their triggers and signs.
Signs might include things like smoking, not
looking after yourself, working long hours,
stopping seeing your friends, stopping
exercising or eating poorly. Keeping an up-
to-date action plan (see section 3) can help
people to monitor their mental health when
they return to work and take necessary
practical steps to minimise the possibility of
poor mental health developing once again.
Tips for managers – when people return to work
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Resource 4: How to support staff who are experiencing a mental health problem
Further resources
We have produced a series of free resources
to help improve mental wellbeing in the
workplace which you can read online or
download at www.mind.org.uk/for-business
Introduction to mentally healthy
workplaces
Helps you to understand the relationship
between good employee mental health
and getting the best out of your staff. It will
help you to start thinking about what you
already do to support mental health in your
workplace, what impact this has and how
to build on it.
How to take stock of mental health
in your workplace
A resource for line managers and HR
professionals which provides practical advice
on how to collect vital information about your
employees’ wellbeing in a joined-up and
comprehensive way.
How to promote wellbeing and tackle the
causes of work-related mental health
problems
Sets out simple, practical and inexpensive
steps that line managers and HR teams can
take. It is designed to help you create a more
open and supportive culture, improve mental
wellbeing for all staff, and boost employee
engagement.
Guide for small businesses
Produced in partnership with the Federation
of Small Businesses, this guide offers advice
to small businesses on managing mental
health and supporting staff.
Webinars
We have held a number of interactive
webinars where our panel of employers and
mental health experts respond to questions
about how to create mentally healthy
workplaces. Visit www.mind.org.uk/
for-business
Mind Workplace
Mind Workplace offers a wide range of
training courses designed to improve mental
health awareness and equip staff to deal
with specific situations in the workplace.
Visit www.mind.org.uk/for-business/training-
consultancy/ for more information.
We’re Mind, the mental health charity.
We believe no one should have to face a mental health
problem alone. We’re here for you. Today. Now.
Whether you’re stressed, depressed or in crisis. We’ll
listen, give support and advice, and fight your corner.
Our Taking Care of Business campaign aims to give
employers simple, inexpensive and practical ways to
improve mental wellbeing and employee engagement.
mind.org.uk/work
work@mind.org.uk
Support us
Mind is a charity and we rely on donations to
continue our work. Please visit mind.org.uk or call
0300 999 1946 to find out how you can support us.
Join us
Help us make change happen. Be part of our work.
Become a Mind member today.
mind.org.uk/get_involved/membership
Contact us
Mind Infoline: 0300 123 333
9am to 6pm Mon – Fri
Mind
15 – 19 Broadway
Stratford
London
E15 4BQ
Find your local Mind at mind.org.uk/mymind
@MindCharity
facebook.com/mindforbettermentalhealth
Mind is a registered charity No. 219830
