Mental Wellness in the Workplace: Data & Strategies for HR Leaders

You’re seeing it firsthand — the stress, the burnout, the silence in the breakroom that used to be filled with laughter. More employees are running on empty, and the effects are rippling out,  dragging down your entire organization’s energy, productivity, and retention.

Stress isn’t a blip. It’s an existing baseline: Over half of U.S. employees say they’ve felt burned out in the past year, and nearly one in 5 rate their mental health as fair or poor. Meanwhile, the cost of doing nothing keeps growing — billions lost in absenteeism, presenteeism, and turnover. And the weight isn’t evenly spread. Women, younger workers, and mid-level leaders are especially strained.

The good news? You’re in a unique position to change that. HR has the power to rewrite the culture around mental wellness — not with slogans, but with strategies that actually work.

Uncover the data that matters, spot the hidden gaps in support, and explore practical, proven ways to foster a mentally healthy workplace that drives real results.

Transform your culture and empower your people — starting today.

What You’ll Learn

• Workplace Mental Health Is a Business Priority: Why rising stress and burnout rates are costing companies billions – and how prioritizing wellbeing boosts productivity and retention.
   
• The Current Mental Health Landscape (2025): The latest U.S. statistics on stress, anxiety, and burnout, revealing which groups are most at risk and the emerging trends HR leaders need to know.
   
• Building a Supportive Culture Pays Off: How core culture pillars – from psychological safety to open communication – create an environment where employees thrive, and why companies with robust wellness programs see lower turnover and higher engagement.
   
• Actionable Strategies for HR: Practical steps to train managers, enhance benefits (EAPs, wellness programs, flexible work), reduce stigma, and support employees day-to-day, drawing on proven approaches from top organizations.
   
• Continuous Improvement: How to measure the impact of mental health initiatives (absenteeism, healthcare costs, employee feedback) and adapt over time, plus frameworks like the Bell Seal and WHO guidelines to benchmark your progress.

Dive deep into how workplace wellness can make your organization more successful.

The Status of Mental Health in the Workplace Today (U.S. Statistics 2025)

Workplace mental health is a national talking point – and for good reason. Employee stress, burnout, and mental health challenges are at an all-time high, creating a ripple effect on well-being and performance across organizations. Recent data paints a sobering picture of the U.S. workforce: mental strain is common, costly, and unevenly distributed – but understanding the scope and nuances is the first step toward action.

• Scope: Widespread Stress and Burnout. Stress is near-universal in today’s workplaces. Over three-quarters of U.S. workers (77%) report experiencing work-related stress in the past month, and about 52% of employees say they’ve felt burned out in the last year due to their job. In other words, feeling overwhelmed isn’t the exception – it’s become the norm. This prevalence suggests that most employees are struggling with mental strain on a regular basis, eroding their overall health and capacity to perform.
   
• Mental & Physical Health Impact: The consequences of this chronic stress are tangible:nearly half (47%) of employees say work stress is degrading their mental wellbeing. And this affects their performance: 37% of employees said they felt so overwhelmed by work that it was hard to do their job, and one-third noticed their own productivity suffer because of their mental health. 
  
  Prolonged workplace stress is linked to exhaustion, anxiety, depression, and even physical health issues like high blood pressure. For instance, insufficient rest from long work hours significantly raises the risk of exhaustion, anxiety, and depression in workers. Essentially, employees’ minds and bodies are paying the price, which can lead to more errors, sick days, and long-term health problems.

• Demographic Disparities: Mental health struggles at work don’t affect everyone equally – some groups are under heavier strain. Young professionals and women are especially vulnerable. Nearly half of workers under 30 say their job negatively affects their mental health, a significantly higher rate than older colleagues. Likewise, women are about 50% more likely than men to report “poor” mental health, reflecting additional stressors and perhaps less support. 
  
  Burnout data echoes these gaps: in one survey, 54% of mid-level employees and a higher share of women reported burnout, compared to 40% of entry-level employees. These disparities suggest that younger staff, women, and middle managers may need extra support – their workloads, life stage pressures, or cultural expectations could be driving disproportionate stress. HR leaders should note where the pain points are concentrated in their own workforce (e.g. by age, gender, or role) and tailor interventions accordingly.
   
• Workplace Factors & Culture Gaps: Workplace conditions themselves are a big part of the problem. Employees commonly cite factors like work-life imbalance, lack of support, and stigma as drivers of poor mental health. And while most employees (74%) feel it’s appropriate to discuss mental health at work, only 58% actually feel comfortable doing so. Fear of being judged or even retaliation still looms large for many, indicating a culture gap. 
  
  In fact, seven in 10 senior leaders have never received training on how to talk about mental health with their team, and over a third of managers say their company hasn’t given them proper resources to support employee mental health. This lack of preparedness and lingering stigma means issues often stay hidden until they explode. Moreover, support programs aren’t always reaching people: about 25% of employees aren’t even sure if their employer offers mental health benefits, and among entry-level staff who do have coverage, less than half feel confident using it. These findings highlight a critical insight – it’s not enough to have resources; the workplace must also normalize using them.

In short, the U.S. workforce is grappling with a mental wellness crisis that spans industries and regions. Stress and burnout are widespread and on the rise, exacting heavy personal and financial costs. Certain groups – younger workers, women, those in high-pressure roles – are feeling it most. And while many companies have begun to offer mental health benefits, cultural barriers and lack of awareness often blunt their impact.

The urgency for organizations is clear: without proactive measures, these trends will continue to undermine employee wellbeing and organizational performance. The stage is set for HR leaders to take decisive action to turn things around.

The Business Case: How Mental Wellness Impacts Your Bottom Line

If ever there was a time to make mental wellness a strategic priority, this is it. Supporting employee mental wellbeing directly affects productivity, costs, and your ability to attract and retain talent. 

Let’s quantify what poor mental health is costing you and how investing in wellness pays off. 

When you connect the dots, a compelling business case emerges: a mentally healthy workforce drives better business results, period.

• Absenteeism and Presenteeism: When employees’ mental health suffers, companies feel it in the bottom line. Workers with fair or poor mental health (about 19% of U.S. employees) report four times more unplanned absences – roughly 12 days per year – compared to those in good mental health. That absence gap alone costs U.S. employers an estimated $47.6 billion annually in lost productivity. And consider “presenteeism” – people coming to work but performing poorly due to depression, anxiety, or burnout – which often outweighs absenteeism in its productivity toll. By one estimate, depression leads to 200 million lost workdays each year and costs employers up to $44 billion.
   
• Increased Healthcare Costs: Mental health and physical health are deeply intertwined. Untreated chronic stress, anxiety, or depression can lead to higher incidence of conditions like hypertension, diabetes, and substance abuse. Employers ultimately bear these costs through higher insurance claims and premiums. On the flip side, companies that prioritize mental wellness see measurable savings. In fact, nine in 10 companies report lower healthcare costs after implementing a wellness program, with about 24% seeing major reductions. By helping employees manage stress or get counseling before problems escalate, you’re also preventing expensive medical interventions down the road. Think of wellness initiatives as preventative care: an investment now that averts bigger bills later.
   
• Turnover and Talent Loss: When mental health suffers, employees disengage – or leave entirely. In today’s market, people won’t stick around at organizations that harm their wellbeing. A striking 83% of employees say they’d consider leaving a company that doesn’t focus on employee wellbeing. 
  
  We’re seeing that in real time: younger generations especially are quitting jobs due to burnout or mental health concerns at unprecedented rates. And this turnover is extremely costly – recruiting and training a replacement can cost anywhere from half to twice the employee’s salary. Fortunately, supporting mental wellness pays off in loyalty. Nearly 98% of HR leaders say their wellness program has helped reduce employee turnover, keeping valuable institutional knowledge and team cohesion intact. 
  
  Simply put, people stay where they feel cared for. By investing in mental wellbeing, you boost morale and send the message that your company walks the talk on caring for employees – which enhances your employer brand and retention.
   
• Employee Engagement and Morale: There’s a clear link between wellbeing and engagement. Stressed or depressed employees are often disengaged – their heart isn’t in the work. Gallup finds that four in 10 U.S. employees currently say their job has a negative impact on their mental health, which directly undermines their engagement and motivation. Conversely, when companies make wellbeing a priority, employees notice – and respond. In one survey, 61% of workers with wellness benefits reported being happy at their job, versus only 36% of those without such benefits. That nearly double increase in workplace happiness translates into higher discretionary effort, better customer service, and more innovation. An engaged workforce is a productive workforce. By addressing mental wellness, you remove barriers that keep employees from being fully present and motivated. The result is a team that’s not just physically at work, but emotionally invested in their work.
   
• Innovation, Creativity and Resilience: A mentally well workforce is more creative and adaptable. Stress narrows our cognitive bandwidth – people in fight-or-flight mode can struggle to think outside the box or embrace change. In contrast, employees who feel psychologically safe and supported are more likely to contribute ideas and handle setbacks constructively. Companies that foster wellness often see improvements in problem-solving and teamwork. For example, creating a culture of psychological safety (where employees aren’t afraid to speak up or fail) has been linked to higher rates of innovation. Strong mental wellness foundations also build organizational resilience: teams can weather high-pressure periods or crises without burning out. In a very real sense, prioritizing mental health equips your organization to navigate competitive challenges more effectively because your people can perform at their best.
   
• ROI of Wellness Programs: Still wondering if all this is worth the investment? Consider this eye-opener: More than half of companies get at least $2 back for every $1 invested in wellness programs. And 95% of HR leaders say their wellness initiatives have delivered positive ROI (some significantly more). These returns come from lower turnover costs, fewer sick days, higher productivity, and reduced medical spend – all adding up to tangible savings that exceed program costs. In short, mental wellness programs practically pay for themselves. By framing it as an investment with proven returns (rather than an expense), you can win support from the C-suite and finance. After all, what business leader wouldn’t want a program that cuts costs and boosts performance?

Clearly mental wellness isn't a trend, it’s a strategic imperative. Neglecting it carries heavy costs – visible and hidden – while proactive investment yields significant benefits. 

Here’s how to find a whole-person wellness program that boosts performance.

The Critical Core Pillars of a Mentally Healthy Culture

Creating a mentally healthy workplace isn’t accomplished with a single program or benefit – it requires a cultural commitment. 

The U.S. Surgeon General’s Framework for Workplace Mental Health highlights five core pillars that every organization should strive to put in place:

• Protection from harm
• Connection & Community
• Work-Life harmony
• Mattering at Work
• Opportunity for Growth

Let’s break down these pillars and what they mean for your HR policies and day-to-day practices.

Protection from Harm (Psychological Safety First)

Every employee has the right to feel safe and secure at work – both physically and psychologically. “Protection from harm” is the foundation of a mentally healthy culture, spanning everything from workplace safety to preventing bullying or unreasonable demands.

HR can lead the charge by:

• Establishing psychological safety: Encourage open dialogue without fear of ridicule or retaliation.
   
• Ensuring compliance: Include psychological well-being in occupational health and safety standards.
   
• Supporting security: Communicate transparently about job stability and offer financial wellness resources.
   
• Avoiding overload: Set norms for sustainable workloads, protect rest periods, and challenge “always-on” cultures.
   

💡 Action Idea: Use anonymous pulse surveys to check if employees feel safe and respected – then act on the insights.

Build psychological safety with these data-backed strategies.

Connection & Community

Did you know that 99% of workers say their relationships at work are important for their overall wellbeing?

Humans are social beings, and feeling connected at work is essential for well-being. Belonging and social support buffer stress and foster resilience.

Ways to strengthen this pillar:

• Encourage inclusive communities: Build ERGs and peer-support networks to provide connection points.
   
• Foster belonging: Celebrate employee contributions and ensure voices from all backgrounds are heard.
   
• Invest in team building: Even simple rituals – like weekly check-ins or recognition shoutouts – reinforce connection.

When employees feel supported by colleagues and leaders, they’re more engaged, less isolated, and better able to manage stress.

Work-Life Harmony

Rigid schedules and “always-on” expectations are harmful. Work-life harmony means giving employees autonomy and flexibility so they can manage both personal and professional demands without sacrificing well-being.

HR can support harmony by:

• Promoting flexibility: Offer hybrid options, flexible hours, and accommodations during high-stress times.
   
• Modeling boundaries: Leaders should take PTO, avoid late-night emails, and normalize disconnecting.
   
• Acknowledging caregiving and life demands: Ensure policies allow time for therapy, caregiving, or personal recovery. 

Employees who can integrate life and work demands are less burned out and more loyal.

Keep top talent inspired with this professional growth blueprint. [20 ideas]

Mattering at Work

Employees thrive when they feel their contributions have meaning and their dignity is respected. Mattering combats disengagement and creates pride in one’s role.

How to put this into practice:

• Recognize accomplishments: Celebrate achievements beyond metrics – acknowledge effort and creativity.
   
• Elevate dignity: Create policies that respect workers’ voices and avoid practices that undermine self-worth.
   
• Connect roles to purpose: Help employees see how their work advances the organization’s mission and societal impact.

💡 Action Idea: Build recognition into daily routines (e.g., a quick kudos round in team meetings) .

Opportunity for Growth

Growth fuels motivation and resilience. When employees see a future for themselves at your organization, their well-being improves alongside their performance.

Support growth by:

• Providing continuous learning: Offer training, mentorship, and upskilling opportunities.
   
• Encouraging stretch projects: Let employees build new skills through hands-on experience.
   
• Clarifying career paths: Make advancement opportunities transparent so employees know how to progress.

Employees who feel they’re growing are more engaged and less likely to disengage or leave.

Support employee wellbeing with any of these 30 workplace wellness activities.

Legal and Compliance Considerations for HR

While fostering a supportive culture is critical, HR leaders must also navigate the legal landscape surrounding mental health at work. There are important laws that protect employees with mental health conditions – and non-compliance can result in serious consequences for both employees and the organization. 

Fortunately, these regulations essentially formalize what “support” should look like in practice. Let’s break down the key legal areas you need to be aware of:

• Americans with Disabilities Act (ADA): Under the ADA, many mental health conditions (for example, major depression, bipolar disorder, PTSD, OCD, etc.) can qualify as disabilities if they substantially limit one or more major life activities. This triggers two big responsibilities for employers: non-discrimination and reasonable accommodations. Non-discrimination means you cannot fire or refuse to hire someone just because of a mental health condition, and you can’t harass them or hold them to higher standards than others. In fact, you generally cannot ask about medical or psychological conditions in interviews or pre-job-offer – questions like “Have you ever been treated for a mental illness?” are off-limits. The focus must remain on the candidate’s ability to do the job’s essential functions.
  
  The second piece, reasonable accommodation, is where HR really gets involved. If an employee discloses a mental health condition and it affects their work, you must engage in an interactive process to find a suitable accommodation (unless it causes undue hardship to the business). 

  What do accommodations for mental health look like? Often, they involve flexibility. For example, an employee with severe anxiety might need a modified schedule to attend therapy sessions, or the option to work from home on particularly bad days. An individual with ADHD or PTSD might benefit from a quiet workspace or noise-cancelling headphones if concentration is an issue. Someone with panic disorder could need the ability to take a break or step outside when symptoms hit. Yes, providing time off can be a reasonable accommodation under the ADA – including intermittent leave or a reduced schedule if medically needed. 
  
   You might also consider job modifications like reassigning marginal tasks, providing written instructions, or altering how feedback is given, depending on the person’s needs. Keep in mind, you can ask for medical documentation if the need isn’t obvious, but you must keep all such information confidential (filed separately from general HR files, shared only with those who need to know, like a supervisor implementing the accommodation). 
  
   The bottom line: be creative and collaborative. Many accommodations for mental health are low-cost or no-cost, and they enable talented employees to perform at their best.

• Family and Medical Leave Act (FMLA): The FMLA is another pillar to understand. It provides eligible employees (typically those who’ve worked 1+ year at a company with 50+ employees) up to 12 workweeks of unpaid, job-protected leave per year for certain family and medical reasons – and this includes one’s own serious health condition. 
  
  Mental health conditions can qualify as a “serious health condition” under FMLA if they require ongoing treatment or cause incapacitation. For instance, an employee struggling with severe depression, an acute episode of anxiety, or inpatient treatment for a condition like substance use disorder could all invoke FMLA. 
  
  Importantly, FMLA leave doesn’t have to be taken all at once; intermittent leave is allowed when medically necessary. That means an employee could take an hour here or there for a weekly therapy appointment, or a day or two during a particularly difficult period, without exhausting the leave in one block. 
  
  As HR, you’ll deal with certifications from healthcare providers – ensure the documentation is complete and clear on the need for leave. And remember, while FMLA leave is unpaid, you may require (or the employee may opt) to substitute paid leave (like using sick days concurrently). 
  
  Also, employees taking FMLA for mental health should be treated just like anyone taking leave for a physical illness – they shouldn’t fear losing their job or being demoted upon return. Train managers on this: we sometimes hear horror stories of employees facing subtle retaliation for taking mental health leave (like being left out of projects). That’s not only unethical; it’s illegal. Protect your employees’ rights by making sure the FMLA process is handled with confidentiality and compassion. 
  
  One final tip: clarify the procedure for employees. Many people don’t realize they can use FMLA for mental health, so they might simply call in sick repeatedly or suffer in silence. By informing staff that “if you’re ever in a situation where you need extended time for your mental health, come talk to HR about FMLA,” you create a safety valve that could prevent a crisis.
   
• Mental Health Parity and Addiction Equity Act (MHPAEA): This law is more on the insurance/benefits side, but it’s crucial. The MHPAEA requires that any group health plan that provides mental health or substance use disorder benefits must do so at parity with medical/surgical benefits. 
  
  In plain terms, that means you can’t have super-strict limits or higher costs on mental health treatment that don’t also apply to physical health treatment. For example, if your health plan has no limit on doctor’s visits for diabetes, it can’t impose a 20-visit cap for psychotherapy; if it covers hospital stays for heart surgery at 80%, it can’t cover inpatient mental health at only 50%. 
  
  As HR overseeing benefits, you should work with your insurance brokers or benefits counsel to ensure your company’s plan is compliant. Most major insurers are on top of parity nowadays, but issues can arise with things like requiring excessive prior authorizations for mental health care or having narrower provider networks. Non-compliance can trigger penalties and, more importantly, leaves employees without proper support. If employees raise concerns (“I can’t find an in-network therapist” or “They denied my mental health claim unfairly”), take them seriously and advocate with your carrier.
   
• Data Privacy (HIPAA and beyond): Discussing or handling mental health information in HR also brings privacy considerations. HIPAA (Health Insurance Portability and Accountability Act) applies to health plans and certain health providers, and it protects the privacy of personal health information (PHI). If your HR team obtains PHI – say, doctor’s notes for a reasonable accommodation or details of an employee’s condition for leave – you must keep that information confidential and secure. Even if HIPAA doesn’t strictly apply to an employer’s internal records, as a best practice you should treat any mental health disclosures with the utmost discretion. 
  
  Limit who has access to medical documentation (usually just HR and maybe a direct manager on a need-to-know basis for accommodation implementation). Remind managers that an employee’s diagnosis or treatment details are not gossip fodder or to be shared without consent. Also, if you offer on-site counselors or digital mental health tools, review their privacy policies – employees will trust and use services only if they believe their data won’t end up in the wrong hands. 
  
  For companies with international employees or operations, consider regulations like GDPR, which classifies health data as sensitive personal data requiring strict handling. In all cases, err on the side of privacy. For example, if an employee returns from leave, you don’t announce “Welcome back from your depression treatment!”; you simply welcome them back. And if coworkers ask, you say something generic like “Pat was out on leave and is back now,” without specifics. This builds a culture of trust where employees know they can seek help without everyone knowing their business.

Always consult with legal counsel, but know that a compassionate, informed approach will help you stay on the right side of both the law and your employees’ trust.

How to Embed Mental Wellness in Your Workplace (Action Guide)

Alright, now we get to the how. 

We’ve covered why mental wellness matters and what a supportive culture looks like – but how do you actually bring these ideas to life in your organization? 

This section is your action-oriented roadmap. We’ll look at three dimensions of embedding mental wellness at work: 

• Equipping and empowering your managers
• Providing resources and support systems for employees
• Shaping the work environment to promote everyday mental health. 

These are practical steps and ideas you can start implementing today, regardless of your industry or company size.

Manager Training & Empowerment

Managers are the linchpin of employees’ day-to-day experience. They’re often the first to notice when someone is struggling – if they know what to look for and how to respond. Training your managers to support mental wellness is one of the highest-impact moves you can make. Remember, 78% of managers feel prepared to support their team’s mental health, but only 32% strongly agree they have the proper resources.

Let’s close that gap. Here’s how to empower your people leaders:

• Teach Managers to Spot the Signs: Ensure managers can recognize common indicators of distress or burnout in their team members. Sudden drops in performance, increased absenteeism, withdrawal from colleagues, erratic behavior or mood swings, employees saying they feel “overwhelmed” or “exhausted” – these are all yellow flags. Provide concrete examples in training. For instance, a usually punctual employee starting to miss deadlines or a very sociable employee becoming quiet and isolated could signal trouble. 
  
  Some companies use “Mental Health First Aid” training (a certified program) which teaches basic skills to identify, understand, and respond to signs of mental illnesses and substance use. Equipping managers with this knowledge means issues are more likely to be caught early, before they escalate into crises.
   
• Build Empathetic Communication Skills: It’s not enough to notice a problem – managers need to know how to initiate a supportive conversation. Role-play scenarios in manager workshops. For example, if an employee’s performance is slipping, rather than immediately reprimanding, a manager could say, “I’ve noticed you’ve seemed down and missed a few targets lately. I care about you and wanted to check in – is everything okay or is there anything causing you stress?” This approach balances care with concern for work. 
  
  Train managers to listen actively (let the employee talk without jumping to solutions) and respond with empathy: “Thanks for sharing this with me. That sounds really difficult.” Emphasize that their role isn’t to fix personal issues or be a therapist, but to be a human, supportive leader and to connect the employee with help (like HR or EAP resources) if needed. A little compassion from a manager can make an employee feel seen and safe, which is huge.
   
• Empower Managers to Accommodate and Adjust: Often, frontline leaders think, “I have to enforce the rules no matter what.” We need to flip that mindset when appropriate. Encourage managers to be flexible and creative in helping an employee who’s struggling. If someone confides they’re dealing with intense anxiety, maybe the manager can adjust deadlines or redistribute a bit of workload temporarily. If burnout is the issue, perhaps it’s time to reprioritize tasks or formally approve a lighter week. Managers should know that HR has their back when they make reasonable adjustments to support mental health.
  
  Provide guidelines on what’s within their discretion versus when to loop in HR (for example, a day or two of flexibility might be fine, but a formal reduced schedule might require HR involvement). Also, arm managers with knowledge of company policies: they should be aware that employees can seek accommodations or FMLA leave for mental health, as we discussed. In training, walk them through a case: “If John on your team discloses he has PTSD and needs a quieter workspace, what should you do?” The answer: engage HR, explore moving his desk or allowing remote work, etc. Managers who feel authorized to help (and not worried they’ll get in trouble for bending a rule) will handle situations with more confidence and care.
   
• Encourage Role Modeling of Work-Life Wellness: One of the best ways managers can “train” their teams in wellness is by modeling it themselves. We touched on this earlier, but it bears repeating in a manager context. If leaders send emails at midnight, never take a day off, or praise employees for working weekends, they inadvertently signal that burnout is the norm. 
  
  Encourage managers to set healthy examples: take vacations (and truly disconnect), avoid after-hours messaging when possible, and maybe share some of their own wellness habits (like “I’ll be offline at 6 to go for a run”). Some companies have managers include a line in their email signature like, “I respect work-life balance. If this email came outside your working hours, I don’t expect a response until you’re back.” Little things like that can relieve pressure on the team. Consider making “supports work-life wellness” a competency in manager performance reviews. When managers walk the talk, it normalizes wellness for the whole team.

• Integrate Mental Health into Manager KPIs: It might sound unusual, but if you want managers to treat mental wellness as part of their job, measure it. This could be qualitative – e.g., 360 feedback or employee surveys asking “Does your manager care about your wellbeing?” – or quantitative – e.g., track team burnout/engagement scores or usage of provided mental health days. 
  
  The point is to hold managers accountable not just for output but how that output is achieved. Celebrate managers who cultivate supportive environments (maybe an internal award or shout-out for those with great engagement scores or creative wellness initiatives). Conversely, address cases where a manager’s behavior is causing unnecessary stress – sometimes a single toxic manager can undo a lot of your wellness work. By building manager capability and accountability in these ways, you create a powerful network of mental health champions embedded in every department.

We made it easy: Launch your wellness program with this step-by-step guide

Employee Resources & Support Systems

Beyond managers, employees need direct resources at their fingertips to support their wellbeing. An inspiring culture is crucial, but it should be backed up by concrete programs and tools. Think of it as a robust safety net catching anyone who’s struggling – and proactive programs lifting everyone’s baseline wellness. Here are key components to consider:

• Holistic Wellness Programs: Traditional employee wellness programs often focused only on physical health (step challenges, weight loss, etc.). It’s time to ensure your programs address whole-person wellbeing. This means integrating mental wellness offerings front-and-center. 
  
  For example, you might provide mindfulness and stress management workshops, yoga or meditation classes (onsite or via app), financial wellness coaching (since money stress = mental stress), and even sleep improvement programs (fatigue is both a physical and mental drain). 
  
  These can be low-cost and high engagement. Many employers are now partnering with wellness platforms (like Wellhub, which offers access to Headspace, Root’d, and other mental wellbeing apps.) to give employees easy access to a menu of activities – from guided meditation sessions to resilience webinars. 
  
  When promoting these, frame them as perks that everyone can benefit from (not just something you do when you’re “unwell”). If an employee regularly attends a mindfulness session or uses a budgeting tool, they may prevent bigger problems. The key is variety and inclusivity: offer a range of programs so people at different fitness levels, interests, and needs find something appealing.
   
• Employee Assistance Program (EAP): If you don’t have an EAP, strongly consider implementing one. If you do have one, ask yourself: Is it being used? EAPs typically offer free, confidential counseling services (often a set number of sessions per issue per year, like 5 or 6) and can help with everything from emotional distress to legal and financial advice. 
  
  Yet, many employees ignore EAP brochures or see it as some “hotline for when things completely fall apart.” Break that perception. Demystify the EAP by explaining how it works in simple terms: “You can call this number 24/7 and talk to a trained counselor at no cost. Totally private. They can help with stress, family issues, substance use – anything that’s weighing on you. They can also refer you to ongoing resources if needed.” Share usage stats if available (in aggregate, of course): e.g., “Last year, 200 of our employees utilized the EAP – you’re not alone.” 
  
  One smart tactic is to have EAP reps come on-site (or via webinar) annually to reintroduce the services. Also, integrate the EAP into your crisis protocol (more on that soon) – if a traumatic event happens at work, bring in EAP counselors for debriefing sessions. When employees see leadership engaging EAP resources, it reinforces that it’s a support system for everyone. Aim to lift any stigma: frame EAP use as a sign of wisdom and proactiveness, not weakness.
   
• Mental Health Days and Flexible PTO: We mentioned this earlier but it’s worth detailing under formal resources. Consider building flexible time off for mental wellness into your benefits. Some companies provide a set number of “mental health days” separate from regular sick leave, to signal that caring for your mind is as valid as caring for your body. Others simply encourage the use of existing sick days for mental health needs (since most sick leave policies don’t require specifying an illness anyway). 
  
  Ensure managers don’t subtly discourage people from taking a personal day when needed. And lead by example: perhaps HR or executives can periodically remind staff, “Remember, your sick days and personal days are there for you – if you’re feeling mentally exhausted, it’s okay to take a day to recharge.” 
  
  In addition, flexible scheduling or remote work options can be game-changers. An employee dealing with morning panic attacks might flourish if they can start at 10am instead of 8am. A single parent with high stress might value being home to avoid a stressful commute on certain days. Flexibility, when feasible for the role, is one of the most powerful (and cost-free) wellness tools you have as an employer. It grants employees autonomy to manage their work in a way that also fits their life and mental health needs. Of course, this must be balanced with business needs – clear guidelines and expectations help ensure flexibility isn’t misused, but when done right, trust begets loyalty and reduces stress.
   
• Peer Support and Employee Networks: Sometimes the best support is knowing you’re not alone and having colleagues to talk to who “get it.” HR can facilitate peer support programs or encourage grassroots initiatives. For instance, you could start a Wellness Committee or an employee resource group focused on mental health (some companies call it a “mental health ERG” or have a subgroup within a health-related ERG). These groups can organize activities like “Mindful Monday” meditation breaks, share tips in a Slack channel, or host guest speakers. 
  
  Another idea is a peer buddy system: train volunteer employees from various departments in basic listening skills and resource knowledge so they can serve as point people if someone on their team is struggling (kind of like a mental health champion network). Confidentiality is crucial here; the idea isn’t peers providing counseling, but offering initial support and directing to professional help if needed. When done right, peer programs create a sense of solidarity. People might open up to a coworker over coffee in ways they wouldn’t to their boss or HR at first. It complements formal services with a human touch. 
  
  Just be sure any peer supporters are trained on boundaries (e.g. they’re not on call 24/7, and they should loop in EAP/HR if someone is at risk). Even informal efforts like Slack support groups (for parents juggling work-from-home, or runners who de-stress with exercise) build connection, which is a protective factor for mental health.
   
• Technology & Tools: Make use of today’s tech to scale mental wellness support. There are numerous emotional health apps and digital platforms that you can offer or subsidize for employees. Examples include meditation apps (Calm, Headspace), digital therapy or coaching services (BetterHelp, Talkspace), or cognitive-behavioral self-help programs (like Moodfit, Sanvello). Many of these have enterprise deals for employers. Survey your employees or pilot a popular app to see if it gains traction. Another tech tool: online screening assessments for mental health conditions – these are quick, confidential quizzes that help individuals gauge if they might have depression, anxiety, etc. You could partner with a provider to host a screening day, with resources available based on results. 
  
  Also, don’t overlook simple tools: maybe create an internal website or SharePoint with all your mental health resources, FAQs (“What do I do if I need to take leave for mental health?”), and links to articles or videos on coping strategies. Make it one-click easy to find help. Interestingly, employees are more interested in digital mental health support now than before the pandemic (47% now vs 35% pre-2020). Offering modern, tech-based options shows you’re keeping up with the times and meeting employees where they are – on their phones and laptops. It’s especially appealing to younger, tech-savvy employees who might prefer texting a counselor over talking face-to-face initially.
   

By establishing a suite of resources and systems like the above, you create a supportive ecosystem around employees. Different people will gravitate to different resources – one might quietly use a meditation app daily, another might only engage when in crisis via the EAP, another might thrive because their team instituted “no-meeting Fridays” as a wellness practice. That’s why having multiple avenues matters. The common thread is that employees feel supported beyond just their immediate manager or their own coping ability—they have an array of options supplied by their employer to maintain and improve their mental health.

Physical activity fuels mental health:

• 30 workplace wellness activities
   
• 17 plug-and-play physical wellness ideas
   
• 5 actionable employee fitness challenge ideas
   
• The Ultimate Guide to Workplace Wellness Challenges for HR Leaders

Creating a Supportive Work Environment

Last but not least, consider the environment and day-to-day norms in your workplace. This is about embedding mental wellness into the way work gets done, so it’s not an extra, but part of your company’s DNA. A supportive work environment spans the physical workspace, the social climate, and the way work is structured. 

Here are some elements to focus on:

• Promote Healthy Work Habits: Encourage and facilitate habits that boost mental wellbeing. For example, build a culture that takes breaks. This could mean encouraging a “lunchtime unplug” where people actually step away from their desks to eat or go for a walk (perhaps even organizing group walks). You might provide healthy snacks in the break room and water coolers to keep people hydrated and energized. Some companies hold stretch breaks or brief group exercises during long meetings. These small habits reduce stress and prevent burnout over time. 
  
  Another idea: set up “quiet hours” where no meetings are scheduled (like the first hour of the day or a mid-afternoon pause) so employees can catch their breath and focus without constant interruptions. Healthy behaviors also include taking vacations – lead a campaign at the start of the year reminding employees to schedule their paid time off (many people don’t use all their vacation, to their detriment!). Perhaps publish a monthly reminder: “Have you planned a day off this quarter? Relaxation fuels productivity.” By actively promoting these habits, you create an atmosphere where taking care of oneself is normalized.
   
• Foster Strong Interpersonal Connections: A positive social climate at work is a buffer against stress. HR can create opportunities for employees to bond and have fun, which in turn improves mental health through camaraderie and a sense of belonging. Think about team-building activities, mentorship programs, or even casual social events (virtual or in-person). Something as simple as implementing a “Donuts chat bot” on Slack that randomly pairs employees across departments for a coffee chat can spark new friendships.
  
   Encourage team leads to start meetings with a personal check-in or a shout-out to someone’s good work – these human touches build community. Also, pay attention to new hires or remote employees who might feel isolated; a “buddy system” or regular virtual hangouts can integrate them. Feeling connected at work has been shown to increase employee happiness and engagement. Conversely, loneliness at work can contribute to depression. So investing in relationships isn’t just a nice thing – it’s an emotional wellness strategy.
   
• Address Workplace Conflict and Politics: No workplace is without conflict or occasional politics, but how you handle them can either mitigate stress or pour fuel on the fire. 
  
  Train managers (and upskill employees) in conflict resolution skills. When disagreements arise, encourage an approach of direct, respectful communication or mediated discussion, rather than gossip or avoidance. Make it safe for employees to raise issues (perhaps via an ombudsman, HR open door, or anonymous reporting line for more serious concerns like bullying). When people trust that unfairness or interpersonal issues will be addressed fairly, it reduces anxiety and distraction. 
  
  On the flip side, unchecked toxic behavior or high-school style politics will drain morale and mental health quickly. Be especially mindful of bullying or harassment – have clear procedures to report and deal with it promptly. Remember that a single toxic high performer can do more damage to overall team mental health than their output is worth. Sometimes “adding by subtracting” (removing toxic influences) is necessary to protect the broader environment. Set the expectation that everyone, from entry-level to executives, treats colleagues with civility and respect even under stress. Psychological safety isn’t just about big things like not fearing retaliation; it’s also about daily civility – knowing your team won’t blow up at you or undermine you.
   
• Ergonomic and Calm Workspaces: The physical environment can significantly impact mood and stress. If you have an office, look at ways to make it more conducive to wellbeing. Natural light, plants, and good air quality can refresh and calm people – studies show natural elements and lighting boost mood and even productivity. Provide ergonomic furniture or accessories (like monitor stands, keyboards) to reduce physical strain; physical discomfort can exacerbate mental strain. Ensure there are quiet areas or wellness rooms where employees can take a breather. Many companies now have a dedicated wellness or meditation room – a small, private space where someone can pray, meditate, do a mindfulness exercise, or just breathe for a few minutes away from the open office noise. 
  
  If space is an issue, even an unused conference room with a lock and some comfy chairs can serve this purpose. For remote employees, consider stipends or guidance on creating a comfortable home workspace, as well as encouraging them to set boundaries (like not working in the bedroom if possible, to keep work and rest separate). 
  
  Another angle: sensory considerations. For employees sensitive to noise or lights, offering noise-cancelling headphones or allowing them to sit in a calmer corner can reduce daily stress. Basically, design your work environment (physical or virtual) with humans in mind – it should help people focus and feel good, not run them down.
   
• Fair Workload Distribution: We’ve touched on overwork, but it bears repeating from an environmental standpoint: continually assess how work is allocated. If certain team members are carrying a much heavier load or constantly saddled with “urgent” projects, they will burn out and possibly breed resentment. 
  
  Use your project management tools or regular check-ins to gauge who’s at capacity and who has room to take on more. Train managers to spot signs of overload and redistribute work or set realistic delays rather than pushing an already maxed-out employee further. Sometimes an employee won’t speak up until it’s too late, so proactive monitoring is key. Also, be mindful of “always on” communication expectations in your environment – if everyone is expected to reply to messages immediately even at 9pm, that’s a workload issue too (the workday never ends). Setting norms like, “It’s okay to respond next business day if a message comes in off-hours,” can alleviate that pressure.
   
• Recognition and Appreciation: Never underestimate the power of a simple “thank you” or public recognition on an employee’s mental wellbeing. Feeling valued and appreciated at work boosts self-esteem, morale, and motivation. Conversely, lack of recognition is a top driver of burnout – when people feel their hard work disappears into a void, it’s demoralizing. 
  
  Build regular recognition into your culture: shout-outs in meetings, an employee-of-the-month (with input from peers), small rewards for milestones, or even just a culture of positive feedback. Encourage managers to catch people doing things right, not only comment when something’s wrong. Celebrate team successes to foster a sense of accomplishment and camaraderie. Recognition doesn’t have to be monetary; in many cases, a heartfelt note or public acknowledgement means more. 
  
  By regularly highlighting contributions, you reinforce that employees matter – their work has purpose and they as individuals are seen. This sense of “mattering” is fundamental to mental wellness at work. It combats feelings of isolation or “I’m just a cog in the machine.”

Think of this as “operationalizing” the value of mental health – building it into policies, norms, and setups so that day in and day out, people are treated in ways that help them thrive mentally. It’s about moving from ad-hoc wellness perks to a truly well workplace.

Crisis Intervention & Support

Even with great prevention, we must prepare for the possibility of mental health crises. Just as companies have plans for fires or medical emergencies, you need protocols for psychological emergencies – an acute situation where an employee might be at risk of harming themselves or others, or is in extreme distress. 

It’s a difficult topic, but addressing it head-on can save lives and demonstrate the depth of your commitment to employee wellbeing. Here’s how HR and leadership can be ready:

1. Recognizing Warning Signs

First, ensure managers and HR staff know how to spot when someone may be in crisis versus just having a bad day. Warning signs of acute distress can include: talking about hopelessness or suicide (even vaguely like “I can’t go on” or “Everyone would be better off without me”), extreme emotional swings, expressions of feeling trapped or desperate, dramatic changes in behavior or appearance, or even threats of violence. 

Sometimes it might be a gut feeling – “something seems very off with John today, he’s saying alarming things.” Train your team that if something feels scary or out of the norm, it’s better to err on the side of caution and check in. Also, create a culture where coworkers look out for each other; peers might notice social media posts or private conversations that raise red flags. They should know how to escalate those concerns too. The earlier you recognize a crisis brewing, the faster you can respond.

2. Establish Clear Protocols

Next, have a written, communicated plan for what to do if an employee is in crisis. This is essentially your mental health emergency action plan. It might outline steps like: If an employee verbalizes suicidal intent or other immediate harm: don’t leave them alone, contact a designated HR person or on-site nurse if available, and call emergency services (911 or local crisis line) if necessary. Identify who internally should be alerted – for example, HR and perhaps a security or medical officer if you have one. Ensure all managers know this chain of command. If the situation is urgent (e.g., someone has made a suicide attempt at work or is having a severe panic attack), getting professional help ASAP is top priority – that could mean calling 911 or the 988 Suicide & Crisis Lifeline in the U.S. (988 is the new three-digit number connecting to trained crisis counselors). Have that number posted and accessible. 

For less acute but still serious situations (like an employee confides they are having suicidal thoughts but not immediate intent), your protocol might be to immediately connect them with the EAP or a crisis counselor and ensure they get home safely with a support person. Designate private spaces for intervention conversations. Also, decide in advance how you’ll handle confidentiality in a crisis – usually, you involve only those who need to know to ensure safety (which might include a spouse or emergency contact if life is at risk).

3. Emergency Resources at the Ready

Make sure you have contacts for local emergency services, crisis hotlines, and perhaps psychiatric emergency response teams easily available. Many areas have mobile crisis units that can be dispatched instead of police for mental health calls – know if that exists in your city. If you’re in a large workplace, consider training a few willing employees in Mental Health First Aid or similar, so they can act as on-site responders (again, not therapists, but knowledgeable helpers). HR should keep an updated list of resources: the nearest hospital with psychiatric services, the company’s EAP 24/7 line, community crisis centers, etc. Time is critical in a crisis, so ensure all managers have a quick-reference guide (wallet card, intranet page, etc.) that tells them what to do and who to call in a mental health emergency. Include the 988 lifeline and perhaps text line (like Crisis Text Line 741741) – these can also be given to an employee in distress if they prefer immediate anonymous help. 

Let’s not forget, if an employee is in crisis off-site (say they email something concerning to a manager at night), having a plan matters too – maybe that manager calls HR on-call, and together they decide whether to send emergency services to the employee’s home. It can feel heavy to make these calls, but it’s far better to intervene and be wrong than to do nothing and regret it later.

4. Training and Drills

We do fire drills; it might be worth doing a tabletop drill for a mental health crisis with your HR team or managers. 

Walk through a hypothetical: “An employee bursts into tears and says life isn’t worth living – what do you do?” This helps expose any uncertainties or gaps in your plan. Also, train on de-escalation basics: speak calmly, don’t argue or invalidate feelings, keep the person talking while help is on the way, remove any immediate dangers if possible (like guiding them away from heights or sharp objects discreetly). 

Emphasize safety – both the employee’s and others’. If a person is acting out violently (which is rarer for mental health crises but can happen, for example, during a psychotic break), your protocol may involve contacting security or police to ensure no one is harmed. These are tough scenarios, but training removes some panic from the equation. Managers should feel confident that there’s a playbook to follow.

5. Post-Crisis Support

What happens after a crisis is as important as the immediate response. 

Suppose an employee had a breakdown, received help, and is now stable – how do you integrate them back and support the team? Have a plan for follow-up. HR should check in with the affected individual (when they’re ready) to discuss next steps: Do they need some time off to recover? Will they be utilizing FMLA or a short-term disability leave? What documentation or clearance is needed for return? Work closely and sensitively here – the employee may feel embarrassed or worried about work. 

Reassure them of their importance to the company and that you want them well. Possibly adjust their duties temporarily if the full load is too much at first. Also, respect their privacy: don’t broadcast details of the incident to coworkers unless the employee wants something shared. Generally, you might communicate to the team that “So-and-so is taking some time off and we wish them well” without specifics.

For the team or workplace, if a crisis was witnessed or had a big impact, consider bringing in professional counselors for debriefing sessions or grief counseling. This is often done after any workplace trauma. Acknowledge the event and encourage employees to use support resources (EAP can often dispatch crisis counselors on-site next day). 

Managers should be briefed on what to say and how to handle questions. It’s important to not sweep it under the rug; employees will appreciate honesty like, “Yesterday was tough – it’s understandable if you’re feeling a range of emotions. Please remember the EAP is available, and come talk to HR or your manager if you need anything.” Normalize the reactions people may have. By handling the aftermath with compassion, you help the team heal and perhaps become even closer.

In essence, crisis intervention is the “CPR” of mental health strategy – you hope you never have to use it, but you must be prepared and practiced. Your employees will likely never forget how you handle their darkest moments. 

Launch a wellness program that lifts engagement and lowers costs.

Measurement & Continuous Improvement

You’ve launched programs, trained people, and put policies in place – excellent! 

But how do you know if your mental wellness efforts are making a difference? 

Just like any business initiative, you should measure outcomes and seek feedback to refine your approach. Mental health might feel “softer” to quantify than, say, sales revenue, but there are plenty of metrics and methods to gauge progress. 

Here’s how to embrace continuous improvement in your workplace mental health strategy:

Assess the Baseline and Current State

Start by understanding where you are now. This could involve an anonymous employee wellness survey that includes targeted questions on mental health (e.g., “I feel the company supports my mental wellbeing” rated 1–5, “In the past year, how often have you felt burned out at work?”). You might use or adapt established survey tools – for example, the Maslach Burnout Inventory or questions from the WHO-5 Well-Being Index – to gauge overall wellbeing levels. Additionally, look at existing data: What’s our EAP utilization rate? How many stress-related disability claims or FMLA leaves did we have last year? What are our absenteeism and turnover numbers, and can any portion be attributed to mental health (through exit interviews or surveys)? 

If you can, benchmark against industry stats or past internal stats. For instance, if only 2% of employees used your EAP last year but 76% reported at least one mental health symptom, that indicates under-utilization. Or if your turnover is higher than industry average and your engagement scores are low, those are areas to target. By having a baseline, you can set goals like “Increase positive responses on ‘company cares about wellbeing’ by X%” or “Reduce burnout reports in surveys by Y points.”

Define Key Metrics to Track

Identify a handful of key performance indicators (KPIs) that will signal success. These might include: 

Leading Indicators (early signals of program effectiveness)

• Engagement or satisfaction scores – Use surveys (engagement or pulse) to measure wellbeing-related sentiment; even one targeted question can provide valuable insight.
   
• EAP utilization – Track usage rates; a healthy increase suggests employees are proactively seeking support, while sudden spikes may point to crises.
   
• Presenteeism – Include survey questions about whether personal mental health issues affected work performance in the last month.

Lagging Indicators (longer-term outcomes that reflect impact)

• Absenteeism rates – Monitor days off, particularly those tied to stress or mental health, and watch for decreases after wellness programs are implemented.
   
• Employee turnover – Measure turnover in high-stress departments year over year to determine if retention improves.
   
• Healthcare claims data – Review behavioral health claims or spend; over time, effective programs may reduce the number or cost of high-claim cases.
   
• Productivity metrics – Track output, error rates, or other performance measures pre- and post-interventions (while acknowledging attribution can be complex).

If you conduct stay interviews or have an HRIS that logs reasons for leaving, track if “stress” or “mental health” as a reason declines over time. Also, accommodation requests or FMLA leaves for mental health could be tracked – though initially, these might go up when you create a more supportive environment (which is not necessarily bad; it means people trust you enough to use the benefits). The key is to gather a mix of quantitative data and qualitative input.

• Use Frameworks & Seek External Validation: To guide your improvement, you might look at external frameworks or even pursue certifications. For example, the World Health Organization (WHO) healthy workplace framework provides a model for what a comprehensive approach looks like (covering areas like physical work environment, psychosocial work environment, personal health resources, and community involvement). You can self-evaluate against those pillars. 
  
  Another is the Mental Health America Bell Seal for Workplace Mental Health, a certification that recognizes employers meeting high standards in areas like workplace culture, benefits, and compliance. Achieving a Bronze, Silver, Gold, or Platinum Bell Seal can be both a proud milestone and a learning process – the application itself will show you areas to improve.
  
  Similarly, Great Place to Work or other workplace indices increasingly include wellbeing components. If you’re not into formal certifications, you can still use their criteria as an internal checklist. And don’t forget to network or share best practices with other companies (many industries have HR councils or mental health collaboratives now). Learning what peers are doing can spark new ideas and help you benchmark. Continuous improvement often means continuous learning, and you don’t have to do it all in a vacuum.
   
• Solicit Employee Feedback Regularly: Beyond the big annual survey, create ongoing feedback loops. This could be as simple as a quarterly pulse survey with 2-3 questions about workload and stress, or a suggestion form for wellness ideas. 
  
  You might hold focus groups or “town hall” meetings on mental health where employees can speak candidly about what’s working and what’s not (with ground rules for respect and optional anonymity). Another great source: use your wellness committee or mental health ERG. These groups can serve as a bridge between employees and leadership, bringing forward suggestions like “We need more counselor diversity in the EAP” or “The meditation room is great, but it’s often booked – can we create another quiet space?” When changes are made based on feedback, close the loop by communicating it: “You said, we did.” 
  
  For instance, “In our last survey, many of you wanted better support for remote work burnout. In response, we’re rolling out a ‘no meetings after 3pm’ policy on Fridays and offering a new webinar on home-work boundaries.” This shows employees that their voices matter and encourages them to continue being honest.
   
• Iterate and Adapt: Treat your mental wellness initiatives as living programs, not one-and-done. After collecting data and feedback, convene your wellness steering group (maybe HR, some managers, some employee reps) to discuss what to adjust. Did your new meeting-free policy actually reduce stress, or did people just reschedule meetings to worse times? Are lots of folks signing up for the wellness challenge, but EAP usage is still low? 
  
  You might find you need to pivot – and that’s okay. Maybe mindfulness apps aren’t a hit, but lunchtime exercise classes are, telling you something about what your people prefer. Or you might discover a specific team with higher stress – that could mean zooming in on a managerial issue or workload problem in that area. Improvement is ongoing. Set a cadence, e.g. annual review of all wellness efforts, to consider program renewals or cancellations, budget shifts, and new pilot ideas for the next year. 
  
  Also stay abreast of emerging trends: for example, as we approach 2026, topics like digital detox, trauma-informed workplaces, or the impact of world events on employee psyche may come up. Be ready to update training or resources accordingly. Continuous improvement essentially means you’re never done listening and fine-tuning. As one initiative matures and becomes part of the culture, you can tackle the next challenge or raise the bar further.

One more point: celebrate your successes along the way. Share wins like “Burnout scores dropped 10% this year” or “80% of you reported you feel supported by your manager – up from 65% last survey. That’s progress!” Thank employees and managers for contributing to a healthier workplace. This not only reinforces positive momentum but also combats any cynicism (“Oh, they launched this wellness thing but it won’t last”). 

Show that it’s a journey, and you’re all in it together for the long haul. With measurement and continuous feedback, you’ll keep your mental wellness efforts effective, targeted, and aligned with what your people truly need.

Solving the Mental Wellness Crisis at Work Starts with Wellbeing

Poor mental health in the workplace is evident in the rising stress, burnout, absenteeism, and turnover that are draining employees and businesses alike. 

An employee wellbeing program can help solve these issues at the root. It builds a culture of psychological safety, improves access to resources, and supports employees before burnout sets in. Companies that invest in wellbeing see real results — 98% of HR leaders say their wellness program helped reduce turnover, and over 50% report a return of $2 or more for every $1 spent.

Speak with a Wellhub Wellbeing Specialist to create a culture where mental health support is proactive, accessible, and stigma-free.