Mental Health and Wellbeing in the Workplace

How can we transform our workplaces into environments where people genuinely thrive, rather than merely survive? In Mental Health and Wellbeing in the Workplace, Gill Hasson and Donna Butler present a compelling call to action for employers, managers, and employees alike: work should be a source of growth, meaning, and health, not stress and harm. Drawing on decades of research and practical experience—including UK government reviews, NHS case studies, and insights from mental health leaders—they outline a comprehensive framework for cultivating wellbeing at work.

Understanding the Stakes: Why Workplace Wellbeing Matters

For most adults, work occupies about a quarter of our waking lives. The authors begin from a simple truth: good work can improve mental and physical health, while toxic workplaces can devastate it. Duncan Selbie, CEO of Public Health England, notes that work profoundly affects our health because it’s intertwined with our sense of autonomy, belonging, and security. Yet, too often, the modern workplace magnifies stress through overwork, unclear roles, or poor leadership.

Public Health England found that over 17 million working days are lost annually in the UK to stress, depression, and anxiety. The cost? Roughly £8 billion each year in lost productivity. But the cost to individuals is incalculable—burnout, stigma, and diminished quality of life. Hasson and Butler argue that creating mentally healthy workplaces isn’t just kind-hearted—it’s smart economics and good leadership. When employees feel valued and supported, organizations see improved engagement, loyalty, and innovation. When they don’t, absenteeism, high turnover, and low morale follow.

The Foundations of Mental Health and Wellbeing

The book begins by breaking down what mental wellbeing actually means. Drawing from the World Health Organization and the UK’s Mind foundation, the authors describe mental health as a dynamic balance—a state where you can cope with everyday stresses, work productively, and contribute meaningfully to your community. It’s not simply happiness or the absence of illness but the ability to adapt and recover. A central concept here is resilience—our capacity to bounce back from challenges. (This echoes similar ideas in Brené Brown’s The Gifts of Imperfection and Martin Seligman’s work on psychological flourishing.)

Hasson and Butler also emphasize interconnected dimensions of wellbeing: physical health (sleep, exercise, nutrition), social relationships, purpose, and even spirituality—a sense of connection to something beyond oneself. Ignoring any of these leaves people more vulnerable to stress and illness. They also remind readers that mental health is deeply subjective: people with chronic conditions can still live fulfilling lives, while others who appear well may feel deeply unwell.

The Role of Work in Wellbeing

Work, argue the authors, can be both medicine and poison. The 2006 review Is Work Good for Your Health and Wellbeing? concluded that employment usually supports mental health—but only if the job offers safety, fair conditions, control, and respect. The Health and Safety Executive (HSE) codified these factors in its six “Management Standards”: demands, control, support, relationships, role, and change. When companies neglect any of these, employees’ stress mounts—and so do mistakes, conflicts, and illness.

Subsequent reviews by Dame Carol Black and the Stevenson-Farmer Thriving at Work report pushed the agenda further, urging employers to treat mental health with the same seriousness as physical safety. Their framework of “core standards” calls for mental health plans, awareness training, open dialogue, healthy work–life balance, and strong people management.

Key Point

Employers should assess mental health risks just as they assess physical hazards, and they must equip managers to respond compassionately and effectively when employees struggle.

A Cultural Shift: From Stigma to Support

Hasson and Butler highlight that stigma remains one of the largest barriers to wellbeing at work. In a 2019 Time to Change survey, 60% of respondents said stigma was as damaging—or worse—than their symptoms. When leaders like NHS executive Deborah Lee publicly discuss burnout, it sends a transformative message: mental health issues aren’t personal failures; they’re human experiences. Leaders must “set the tone for leadership more generally,” Lee says, by modeling openness and compassion.

The book repeatedly returns to this principle: conversation is the cornerstone of support. Whether a manager notices a struggling employee or an employee fears speaking up, breaking the silence is pivotal. Avoidance worsens isolation, while genuine dialogue can open doors to help, from simple check-ins to structured Wellness Action Plans (WAPs)—collaborative documents outlining what triggers anxiety or depression and what adjustments keep someone stable at work.

A Practical Roadmap for the Modern Workplace

The heart of the book lies in its pragmatism. Every chapter is filled with concrete strategies—for managers conducting sensitive conversations, supporting employees through illness and return to work, recognizing the signs of distress, and making “reasonable adjustments” under the Equality Act 2010. The authors illustrate these principles through case studies like Georgi’s—a transgender employee facing workplace discrimination—and Ahmed’s, whose anxiety improved through a thoughtful Wellness Action Plan. These narratives transform policy into empathy-driven practice.

Beyond individual cases, the book explores systemic resilience. When resources shrink—such as in UK public services—stress skyrockets. Hasson and Butler acknowledge that sometimes the system itself is broken, and managers must advocate for structural change even as they care for their teams. To sustain others, leaders must avoid the “empathy trap”—a state of emotional depletion from trying to please everyone. Self-care, emotional intelligence, and clear boundaries are indispensable leadership tools.

Why This Matters

“Healthy employees, healthy business” isn’t a slogan—it’s a strategy. In an era where mental ill-health is the leading cause of workplace absence, Hasson and Butler urge a culture of prevention and compassion. Their message transcends checklists: wellbeing is everyone’s responsibility, from boardroom to break room. Real change begins when conversations replace silence, stigma gives way to empathy, and organizations treat mental health not as an occasional campaign but as part of how they do business every day.

If you manage people, this book equips you to notice distress earlier, respond wisely, and build environments where authenticity and support replace fear. If you’re an employee, it reminds you that your wellbeing matters—and you have both the right and the tools to protect it. Through stories, science, and frameworks, Mental Health and Wellbeing in the Workplace delivers a persuasive and deeply humane blueprint for how we can all thrive at work.

Hasson and Butler remind readers that talking about mental health in the workplace must be as normal as talking about physical health. But cultures of silence, fear, and shame still persist. Their central argument is that stigma doesn’t vanish through policies alone—it requires courageous conversations and visible leadership.

Leadership Through Vulnerability

One of the most striking examples comes from Deborah Lee, Chief Executive of Gloucestershire NHS Foundation Trust. In a 2019 interview, she spoke candidly about her own experience with burnout. Her openness as a senior leader sparked a ripple effect across her organization. Employees felt that if the CEO could talk about her struggles, so could they. (Compare this with Brené Brown’s idea that vulnerability is the root of authentic leadership.)

Lee captured the core insight succinctly: “One of the responsibilities of leaders is not just to lead the organization you are in, but to recognize you set the tone for leadership more generally.” Her courage modeled the very culture every organization needs—one that replaces judgment with trust.

The Cost of Silence

According to the Time to Change campaign, more than half of people say workplace stigma affects them more than their condition itself. When colleagues look away instead of asking if someone’s okay, they unintentionally reinforce isolation. Donna Butler, writing as a psychotherapist, recounts hearing repeatedly from employees: “The worst thing is knowing someone sees you’re distressed but avoids you—it just makes you feel more ashamed.”

Managers, she argues, may fear saying the wrong thing. But avoidance does more harm than imperfect conversations ever could. What matters most is presence, empathy, and a willingness to listen, even when you don’t have answers.

Training for Tough Conversations

Managers need skills, not scripts. Hasson and Butler advocate for mental health training programs focused on “courageous conversations” and emotional intelligence. These help managers recognize when to engage, when to seek help from HR or occupational health, and how to keep boundaries while showing compassion. Dame Carol Black called this “managerial capability training”—and stressed that wellbeing initiatives like free fruit or yoga are “sticking plasters” unless leadership and communication improve first.

From Awareness to Action

Creating a culture of openness isn’t merely a matter of posters or awareness days. It means ensuring every level of the organization—from executives to front-line supervisors—understands that mental health is integral to safety, performance, and respect. As one nurse said after training: “Just knowing my workplace takes this seriously means I feel safe to share when I’m anxious—that’s stopped things spiraling out of control.” Openness isn’t a perk—it’s a lifeline.

A key innovation in Hasson and Butler’s framework is the Wellness Action Plan (WAP), adapted from psychologist Mary Ellen Copeland’s Wellness Recovery Action Plan (WRAP). It’s a simple but transformative tool that formalizes communication between employee and manager, replacing vague goodwill with concrete steps for support.

What a WAP Does

A Wellness Action Plan helps identify what keeps someone well, what triggers stress or relapse, and what support strategies work best. It also clarifies how and when to communicate, and sets boundaries for contact during sick leave. The plan is owned by the employee but co-created with the manager and sometimes with the input of occupational health professionals. It’s not just paperwork; it’s a conversation built on trust, privacy, and agency.

Case Studies That Illustrate Its Impact

Ahmed, who suffered from social anxiety, exemplifies how a WAP can be life-changing. Starting a new HR job in an open-plan police office, Ahmed feared being watched or judged. His manager, Jay, reviewed Ahmed’s action plan and made small yet powerful adjustments: he allowed Ahmed to sit in a smaller area, skipped large meetings initially, and offered flexible participation. These changes, recorded in the WAP, gave Ahmed confidence and control—and allowed him to thrive.

Similarly, Georgi, a non-binary employee transitioning from male to female, faced harassment and anxiety at work. With her manager Sam’s support, Georgi built a WAP covering triggers, external resources, and communication preferences. Sam also sought HR and equality training for her team. The WAP didn’t just help Georgi; it catalyzed empathy and inclusion across the department.

A Bridge Between Humanity and Compliance

Beyond the human benefits, WAPs reinforce an employer’s duty under the Equality Act 2010 to make reasonable adjustments for employees with mental health conditions that qualify as disabilities. But Hasson and Butler stress that the best organizations don’t view WAPs as legal compliance—they use them to build psychological safety and mutual respect.

Mind, the mental health charity, offers free WAP templates, but the authors emphasize: the plan is only as effective as the relationship behind it. A WAP is both a map and a promise—guiding employers toward compassionate communication and giving employees a voice in their own wellbeing.

Supporting employees experiencing mental health challenges is one of the most delicate—and important—parts of a manager’s job. Hasson and Butler teach that empathy must be matched with structure: listen, don’t diagnose; support, don’t rescue.

Courageous Conversations

The book outlines how to approach one-on-one meetings with staff who may be struggling. Choose a quiet, private space. Make time. Start by expressing concern, then invite them to share what’s going on. Ask open-ended questions—“How are you feeling about work lately?”—and let silence do the work. The authors stress that empathy is actionable listening: hearing what triggers distress and agreeing on practical next steps without overpromising.

Recognizing the Signs

Often, the warning signs appear gradually: mood changes, declining performance, withdrawal, irritability, lateness, or overworking. These are prompts for conversation, not reprimand. A good manager sees the person behind the performance. But managers aren't therapists—they facilitate support and know when to involve HR, occupational health, or external mental health services.

Inclusivity as Everyday Practice

Inclusion begins with recognizing difference. Georgi’s story demonstrates the additional strain faced by transgender and non-binary staff when colleagues misgender or ridicule them. Sam, her manager, admitted her lack of knowledge but took responsibility—contacting HR, the LGBTQ+ group, and organizing equality training. The team’s understanding deepened, morale improved, and Sam herself learned to manage with confidence. The lesson: equity grows where humility leads.

By equipping managers with training in emotional intelligence, stress awareness, and diversity, organizations enable them to lead with both head and heart. As Dame Carol Black observed, giving leaders these tools is “no longer optional—it’s essential.”

When an employee takes time off for mental ill-health, how the organization responds can shape their entire recovery. Hasson and Butler stress that being supportive during absence and reintegration is as critical as early intervention.

Staying Connected Without Pressuring

Managers should agree on how and when to stay in touch—whether by email, phone, or text—and what information, if any, can be shared with colleagues. The key is balance: too little contact feels like rejection, too much feels invasive. Simple gestures like a “get well soon” card from the team can preserve connection and dignity.

An anecdote from “Jodie,” a junior doctor recovering from burnout, illustrates this vividly. Her manager’s silence—just one call in seven weeks—left her believing she was unwanted. When she returned, anxiety replaced enthusiasm. Had her manager checked in regularly, the transition could have been far smoother.

Facilitating a Safe, Positive Return

Preparation is essential. Before return day, meet privately, review any concerns, and discuss reasonable adjustments—flexible hours, altered duties, or phased return. Emphasize strengths over deficits. Set small, achievable goals for the first week back and assign a “buddy” to help reintegration. Above all, communicate ongoing care; reassure the person that nervousness is normal and recovery takes time.

Reinforcing inclusion after absence benefits the whole team. When employees see that mental health problems are treated with the same respect as physical illnesses, stigma fades and empathy grows.

Under UK law, employees with mental illnesses like depression, anxiety, or bipolar disorder may be considered disabled under the Equality Act 2010. This means their employer must make reasonable adjustments—changes that help them work safely and effectively. Hasson and Butler translate this legal framework into everyday practice.

Simple Adjustments, Big Impact

Adjustments need not be costly: flexible hours for therapy sessions, quieter workspaces for concentration, work-from-home days, or permission to take time out when symptoms flare. The goal is equitable performance, not special treatment. Often, these minor shifts yield major improvements in employee retention and morale.

When Employers Need Help Too

Not all employers know what to provide. That’s where the UK Government’s Access to Work scheme comes in. Delivered by Remploy, it offers free tailored support for employees struggling with depression, anxiety, or workplace stress. This includes coaching, coping strategies, and workplace adjustment advice—available for up to nine months. It bridges the gap between medical needs and work realities.

Ultimately, “reasonable” adjustments are those that make wellbeing sustainable for everyone. As the authors remind us, those who feel supported give their best—and become ambassadors of workplace compassion.

Caring for others is noble—but managers must not burn out in the process. Hasson and Butler introduce the idea of the empathy trap: when leaders overextend emotionally, trying to please everyone, they drain their own resilience.

Balancing Care with Boundaries

Managers must learn to support without absorbing. Some employees, the authors note, may unconsciously create “holes that cannot be filled”—patterns where no amount of reassurance feels adequate. Recognizing your own limits is not a failure; it’s a form of leadership. As they put it: “You do have to be careful not to deplete yourself.” Emotional intelligence includes self-awareness and self-protection.

This tension echoes what psychologists call compassion fatigue—emotional exhaustion from overexposure to others’ pain. Whether in the NHS, police, or corporate offices, the same principle applies: you cannot pour from an empty cup.

Systemic Pressures and Moral Injury

The authors also turn attention to systemic dysfunction: chronic underfunding, staffing shortages, unrealistic demands. When good people are trapped in broken systems, burnout becomes inevitable. A nurse described it poignantly: “It’s like trying to work in a role you love, with one hand tied behind your back.” Hasson and Butler call for honest organizational reflection—are employees exhausted because they’re weak, or because the system is unsustainable?

Building resilience, then, isn’t about stiffening your upper lip. It’s about establishing healthy boundaries, realistic expectations, and systemic integrity. Wellbeing must flow both ways—to staff and to leaders.

Few topics are as sensitive yet crucial as suicide prevention. Hasson and Butler dedicate a vital section to helping managers recognize and respond to crisis situations without panic or avoidance. Drawing on Samaritans guidance, they emphasize one principle above all: ask, listen, and act.

Recognizing Risk Factors

The World Health Organization lists numerous factors that increase vulnerability—relationship breakdown, trauma, discrimination, substance abuse, financial loss, isolation, and stigma. Managers are not expected to diagnose but must spot warning signs: withdrawal, sudden mood changes, or talk of hopelessness. Early, sincere concern can interrupt a potentially fatal spiral.

Having the Conversation

If an employee confides suicidal thoughts, stay calm. Ask direct but compassionate questions: “Have you talked to anyone else about this?” or “Would you like me to help you get support?” Never promise secrecy when safety is at stake. If risk is imminent, stay with them and contact crisis professionals. Silence can kill; conversation can save.

Afterward, managers should also debrief and seek support themselves. Witnessing crisis can be traumatic. Writing down events, speaking to HR or counselling services, or contacting the Samaritans (116 123) helps prevent secondary trauma. The book emphasizes: you are not alone, and you have done enough.

Preparing for the Unthinkable

Finally, organizations must develop formal crisis and major-incident plans, ensuring clear protocols for both immediate response and long-term staff support. As the authors write, “Major incident planning is about preparing for the worst and hoping for the best.” With preparation, empathy, and courage, workplaces can turn crisis management into an act of collective care.