HR professionals are not therapists, and they shouldn't try to be. But they have the opportunity to save and improve lives by serving as a bridge by noticing when employees struggle. They can ask the right questions, listen without judgment, and connect people to professional resources.
The numbers on mental health tell a sobering story. More than 1 in 5 U.S. adults lives with a mental health condition, and 76% of workers have experienced mental health symptoms at some point. Anxiety and depression cost the global economy an estimated $1 trillion each year in lost productivity. These aren't abstract figures — they represent colleagues, teams, and the people who keep an organization running.
“Every time we look at [those figures], we have to remember there’s a person behind that number,” Chad Sorenson, SHRM-SCP, president and founder of consulting firm Adaptive HR Solutions, said at SHRM26 in Orlando.
Identify and Recognize Signs of Mental Health Struggles
HR pros can't support what they don't notice. The first step in becoming an effective bridge is learning to spot when something has changed.
It’s easier to notice, ask, listen, and connect when a company has a supportive culture instead of one that treats mental illness as a stigma.
These traits describe supportive workplaces:
- Mental health is normalized in leadership communication.
- Employee assistance programs (EAPs) are actively promoted and accessible. “Hav[ing] an EAP [only] means you know how to spell EAP,” Sorenson said. “If you’re not promoting it constantly, you’re not putting it out there, you’re not reminding people of it, they’re not going to have it when they need it.”
- Regular well-being check-ins are a part of the culture.
- Employees have access to other assistance, including financial wellness benefits, to help relieve stress.
Meanwhile a stigma culture might be described like this:
- Mental health issues are treated as weaknesses.
- Managers give “Just push through it” messaging.
- No EAP promotion or awareness.
- Leaders dismiss emotional conversations.
- No dedicated mental health resources.
“If you have a stigma culture, you might have no idea that someone was even struggling,” Sorenson said. “But if you have a supportive culture, if you have a culture that says we support our employees no matter what they’re going through, recovery becomes possible.”
To identify employees who are struggling, watch for changes in behavior, such as:
- A normally engaged employee becoming withdrawn or quiet.
- Shifts in attendance, punctuality, or productivity.
- Visible signs of exhaustion, irritability, or emotional distress.
- Pulling away from colleagues or team activities.
Managers are often the first to notice these shifts because they interact with their teams daily. That's why training leaders to recognize warning signs is so important. The goal isn't to diagnose — it's to pay attention and care enough to ask. Managers who listen and notice mental health issues don’t have to confront employees. They can come to HR with concerns.
Implement Effective Strategies and Resources to Show Support
Once a leader notices a change in behavior or mood, what comes next? That’s where the next three parts of Sorenson’s simple, repeatable framework come into play.
- Ask: Approach the person with genuine concern. A direct, caring question opens the door.
- Listen: Give them your full attention. You don't need to solve the problem — you need to hear them.
- Connect: Guide the person toward professional resources, not toward your own diagnosis.
A few practical strategies can strengthen this support system:
- Promote your EAPs: Many employees don't know their EAP exists, or they worry that using it isn't confidential. Make the program visible. Talk about it in regular leadership communications. Consider sharing anonymized EAP usage reports to show that seeking help is both normal and valued.
- Train your managers: People managers carry much of this responsibility, often without preparation. Equip them with the skills to have supportive conversations and to recognize when someone needs help.
- Build psychological safety: Employees should feel comfortable asking for help before they reach a breaking point. When leaders talk openly about mental health — including topics such as depression, anxiety, and suicide — they chip away at the stigma that keeps people silent.
- Know your crisis resources: For acute situations, the 988 Suicide and Crisis Lifeline offers immediate support.
Sorenson, whose son died by suicide in 2016 at age 15, pointed out that grieving employees often have a struggle beforehand, the loss that happens, and then the coping period after the loss. Companies that prioritize psychological safety foster open, honest conversations about mental health challenges throughout their employees’ lives.
“When was the last time someone in your organization spoke up and asked for help before they were in crisis, not after?” Sorenson asked. “When was the last time that happened? Because if it hasn’t happened, what type of culture truly is there? And if it happened, what made it happen?”
Navigate Legal and Ethical Considerations
Supporting employee mental health comes with real responsibilities. Keep these principles in mind:
- Never attempt to diagnose or treat a mental health condition: Your job is to listen and connect.
- Protect confidentiality: Information an employee shares should be handled with discretion and respect. Trust is fragile, and a single breach can discourage others from seeking help.
- Apply policies consistently: Treat every employee fairly and uniformly. Inconsistent responses can lead to claims of discrimination.
- Understand accommodation obligations: Mental health conditions may qualify as disabilities, which means reasonable accommodations could be required. Know how these obligations apply in a workplace.
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