How to Support a Struggling Employee With Mental Health

Table of Contents

• Recognise the Signs of a Struggling Employee
• How to Talk to an Employee About Mental Health
• Mental Health Conversation Script for Managers
• Create a Mental Health Support Plan for Employees
• Reasonable Adjustments for Mental Health at Work
• Signpost to Professional Support and Monitor Progress
• Common Mistakes to Avoid When Supporting an Employee
• Frequently Asked Questions

Last Updated: October 5, 2026

Recognise the Signs of a Struggling Employee

Understanding how to support a struggling employee with mental health starts with spotting the signs, which isn't always straightforward. People often hide their difficulties at work, masking stress, anxiety, or depression behind a professional façade. Yet there are patterns you can learn to recognise.

Watch for changes in behaviour or performance. An employee who was previously engaged might become withdrawn. They may miss deadlines, make uncharacteristic mistakes, or struggle to concentrate. Attendance can become erratic, not necessarily absences, but arriving late, leaving early, or taking frequent short breaks.

Physical signs matter too. Some people appear visibly tired, lose or gain weight noticeably, or neglect their appearance. Others become irritable or emotional over small things. You might notice they're quieter in meetings, avoid social interaction, or seem anxious about routine tasks.

The key is noticing change. A normally punctual person arriving late, a collaborative colleague withdrawing from teamwork, or someone who typically seems calm becoming visibly stressed, these shifts signal something has shifted.

How to Talk to an Employee About Mental Health

Starting a conversation about mental health requires care, timing, and genuine concern. Many managers worry they'll say the wrong thing or make things worse. In reality, a well-intentioned conversation often helps more than silence does.

Choose a private space where you won't be interrupted. A closed office or quiet meeting room is far better than an open desk or corridor. Pick a time when neither of you is rushed. Early morning or just before someone leaves for the day often works poorly, choose a moment when you can give the conversation proper attention.

Begin by expressing genuine concern. "I've noticed you seem stressed lately, and I wanted to check in because I care about your wellbeing" is honest and direct. Avoid armchair diagnosis. Don't say "You're clearly depressed" or "You need therapy." Instead, describe what you've observed and ask how they're doing.

Listen more than you speak. Let them share at their own pace. If they open up, resist the urge to fix things immediately. Sometimes people need to be heard first. Validate their feelings: "That sounds really difficult" or "I appreciate you sharing that with me."

Mental Health Conversation Script for Managers

Having a framework helps when emotions are high. This script provides a starting point, adapt it to your style and situation.

Opening: "I wanted to check in with you privately. Over the past [timeframe], I've noticed [specific observation]. I'm concerned about you, and I wanted to see how you're actually doing."

Listening phase: "Can you tell me what's been going on?" Then listen. Use open questions: "How has that been affecting you?" or "What would help right now?"

Offering support: "I want to support you. Let's talk about what that might look like. We have [mention available support, employee assistance programme, flexible working, counselling services, etc.]. Would any of those be helpful?"

Setting boundaries (if needed): "I'm here to help, but I'm not a therapist. If you're struggling with something serious, I'd encourage you to speak with a professional who can give you proper support."

Closing: "Thank you for trusting me with this. Let's check in again [set a timeframe]. In the meantime, please reach out if you need anything."

Create a Mental Health Support Plan for Employees

Once you've had the conversation, work together to create a practical support plan. This shows commitment and gives the employee a sense of agency.

Start by understanding what they need. Some employees benefit from flexible working hours. Others need temporary workload adjustment. Some want referral to counselling or coaching. MySafeWellbeing helps organisations create tailored support pathways that match what each person actually needs, whether that's self-help resources, coaching, or therapy. Beyond these formal interventions, sustainable recovery often relies on integrating consistent daily habits for wellbeing into the rhythm of a working week.

A good support plan includes:

• What support will be provided (flexible hours, workload adjustment, access to counselling, check-in meetings)
• Who will provide it (you, HR, an external provider)
• When it starts and how long it lasts (a defined timeframe helps both parties)
• How progress will be reviewed (weekly check-ins, monthly reviews)
• What success looks like (returning to baseline performance, improved mood, better sleep, define it together)

Document the plan and give the employee a copy. This isn't about creating a paper trail for dismissal, it's about clarity and accountability. Both of you should understand what's being offered and what's expected.

Review the plan regularly. If something isn't working, adjust it. Support that doesn't fit the person's actual needs won't help them improve.

Reasonable Adjustments for Mental Health at Work

Under the Equality Act 2010, employers must make reasonable adjustments for employees with disabilities, including mental health conditions (Reasonable adjustments for workers with disabilities or health conditions). This is a legal requirement, not optional.

Common adjustments include:

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• Flexible working arrangements, allowing someone to work from home, adjust start times, or take regular breaks
• Workload management, temporarily reducing responsibilities or redistributing tasks
• Quiet spaces, providing access to a calm area for someone who feels overwhelmed
• Regular breaks, permitting more frequent rest periods
• Adjusted deadlines, extending timescales where feasible
• Modified communication, reducing unnecessary meetings or using written communication instead of calls
• Access to support, allowing time for counselling or medical appointments

The key word is "reasonable." You can't eliminate all demands or guarantee zero stress, that's unrealistic in any workplace. But you can remove unnecessary barriers and create conditions where someone struggling with mental health can still perform their role.

Discuss adjustments with the individual. What works for one person may not work for another. Someone with anxiety might need a quieter workspace; someone with depression might benefit more from structure and connection.

Signpost to Professional Support and Monitor Progress

Knowing how to support a struggling employee with mental health doesn't mean being their therapist. Your role is to create conditions where they can get proper help and feel supported at work.

Signpost them to professional services. If your organisation has an employee assistance programme, explain how to access it. If they're open to counselling, therapy, or coaching, share available options. Many employees don't know what's available to them, you're helping them navigate it.

If someone is struggling significantly, encourage them to speak with their GP. A healthcare professional can assess what they need and refer them to appropriate services. This isn't about pushing them away, it's about ensuring they get the right level of support.

Monitor progress without being intrusive. Regular check-ins show you care and help you spot if things are improving or getting worse. "How are you getting on with the adjustments we discussed?" or "Have you been able to access the support we talked about?" keeps the conversation open.

If someone isn't improving after reasonable support, that's important information. It might mean they need more specialist help, or it might indicate the adjustments aren't working. Revisit the conversation and adjust your approach.

Document your conversations and actions. Not for punitive reasons, but because it shows you've taken the situation seriously and made genuine efforts to help. If things escalate later, you'll have a clear record of what you've done.

Common Mistakes to Avoid When Supporting an Employee

Even with good intentions, managers sometimes take approaches that backfire.

Avoiding the conversation entirely. Hoping the problem resolves itself is tempting but rarely works. Early conversations are easier than waiting until someone's in crisis or performance has tanked.

Making assumptions about what they need. You might think flexible working is the answer; they might need counselling instead. Ask, don't assume.

Treating mental health like a performance issue. Putting someone on a performance plan when they're struggling mentally can make things worse. Support comes first; performance management comes later, if needed at all.

Sharing details with other staff members. Confidentiality matters enormously. Even well-meaning conversations with colleagues can feel like a breach of trust. Keep details private unless the person has explicitly agreed to share.

Expecting quick fixes. Mental health support takes time. Someone won't bounce back in a week. Patience and consistency matter more than speed.

Forgetting to follow up. A single conversation isn't enough. Regular check-ins show genuine care and help you track whether things are improving.

Ignoring your own limits. If someone discloses thoughts of self-harm or suicide, escalate immediately. Contact your HR team or emergency services. You're not equipped to handle crisis support alone.

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Supporting a struggling employee with mental health is one of the most important things you can do as a manager. It requires attention, empathy, and clear boundaries, but it makes a real difference. When employees feel genuinely supported, they're more likely to seek help early, recover faster, and stay engaged with their work. MySafeWellbeing helps organisations build these support systems through manager training, confidential support pathways, and tools that help you recognise and respond to mental health challenges. Book a session to learn how to create a workplace where employees feel safe to be honest about their wellbeing.

Frequently Asked Questions

What are the first signs that an employee might be struggling with their mental health?

Changes in work performance, increased absenteeism, withdrawn behaviour, difficulty concentrating, or mood shifts can indicate someone is struggling. Physical signs include fatigue, sleep disruption, or neglected appearance. However, these signs vary between individuals, some people mask their difficulties effectively. The best approach is to notice changes in the individual's usual pattern rather than making assumptions based on isolated incidents.

How do I start a conversation about mental health without making an employee feel uncomfortable?

Choose a private, comfortable setting and use open, non-judgemental language. Focus on observable changes: 'I've noticed you seem quieter lately, is everything okay?' rather than diagnostic statements. Emphasise confidentiality and that you're asking out of concern, not judgment. Allow silence and let them share at their own pace. If they're not ready to talk, respect that and offer support when they are.

What reasonable adjustments might help an employee with mental health difficulties?

Common adjustments include flexible working hours, remote working options, reduced workload temporarily, quieter workspace, or permission to take short breaks. Some employees benefit from written communication instead of meetings, or adjusted deadlines. The key is to ask what would help them and document any agreed adjustments. These are often temporary while someone stabilises, though some may be longer-term.

Should I encourage my employee to seek professional support, and how do I do that?

Yes, if someone is struggling significantly, professional support can be valuable. Suggest it gently: 'Have you thought about speaking to someone who specialises in this?' Signpost available options, your workplace wellbeing programme, NHS services, or Employee Assistance Programmes if your organisation offers them. Provide information without pressure, and make it clear seeking help is a sign of strength, not weakness. Follow up on progress respectfully.