Following the pandemic in 2020, organisations globally have recognised the importance of addressing mental health at work. Study after study over the years have demonstrated the impact of work stress on mental and physical health; as well as the correlation of employee wellbeing with organisational success.

In addition, the understanding of mental health support has evolved from simply offering wellness programs or reactive support services. Instead, wellbeing has been understood as an essential part, even an outcome, of a thriving workplace culture. 

As HR professionals and leaders, you hold a significant influence in shaping this culture and how your employees experience wellbeing beyond just the current trends. 

Here are 4 principles that can help integrate mental health and wellbeing into your workplace culture effectively and sustainably:

1. Leading by Example: The Power of Role Modeling

The behavior of HR professionals and leaders sets the tone for an organisation. Employees look to their leaders for cues on what is acceptable, encouraged, or stigmatised. By openly prioritising mental health and wellbeing, you send a clear message: caring for oneself and others are not just tolerated but valued.

Show how you integrate breaks within your work day, set & communicate boundaries, that it’s okay to have highs and lows; and ask for help. Observing you demonstrating these skills will encourage your employees to do the same. This might feel uncomfortable at first, but this authentic behavior over time not only normalizes wellbeing but empowers others to prioritise it too. In no time, it starts to become part of your usual way of working. 

2. Keep It Simple: Small, Sustainable Actions Make a Big Difference

It’s a common misconception that promoting wellbeing requires a high investment in apps, benefit / awareness programs, and external support. Fostering wellbeing doesn’t have to involve significant financial investment or complex initiatives. Indeed, organisations may benefit from having external partners or expertise to help shape its strategy; however, it’s important not to underestimate the impact of simpler and more integrated interventions in day to day routine. A healthy balance between both will increase the likelihood that they will stick and have a long-term impact.

Some examples of more integrated interventions include: 

• blocking time for uninterrupted focus work
• normalising taking regular breaks during the day to recharge
• being honest about and reducing time wasters that distract from productivity and autonomy, like unnecessary meetings, inefficient processes, and confusion over priorities
• asking for help
• respecting non-work hours and time off 

One specific way to do this as a team is to hold short, weekly check-ins at the start or end of the week where each team member takes turns to briefly share:

• what they’ve accomplished
• what their top priority for the week is 
• what key questions they have that are getting in their way of moving forward
• what support they need 

Without having to spend too much time in discussion, this allows mutual support and leader intervention to happen quickly in very tangible and impactful ways.  

Employees who feel supported at work are better equipped to handle external stressors and are more likely to contribute effectively to their teams.

3. Recognising Work as a Key Driver of Mental Health

Mental health is shaped by a combination of personal, environmental, and professional factors. While employers cannot control everything, the workplace has a uniquely influential role. It can either contribute positively to mental health or exacerbate existing challenges.

To say that mental health is a purely personal matter that has no space in the professional environment is now outdated. 

As HR professionals and leaders, increasing competence in this area is now essential. It doesn’t require investing in becoming experts – you are not hired to be psychologists and counsellors anyway. However, having a fundamental understanding of risk factors at work, early warning signs, how to have respectful wellbeing conversations and so on will significantly move the needle in equipping leaders to become strong advocates of wellbeing. 

4. Tailoring Support to Individual Needs

Just as no two employees are the same, their wellbeing needs differ based on their life stage and circumstances. A single, blanket approach won’t suffice. However, organisations can foster a culture and structure that accommodates diverse needs.

Consider their life stages: younger employees might prioritise career development and social engagement, while parents may need flexibility to balance work and family responsibilities. Those nearing retirement might seek stability and opportunities for knowledge sharing. Understand from your employees what their needs are so that your workplace support is relevant and more likely to be utilised and appreciated. 

Creating a mentally healthy workplace doesn’t require overhauling your organisation overnight. Instead, it starts with small, intentional changes. 

As an HR professional or leader, commit to implementing one or two practices in your own routine. Encourage your teams and colleagues to do the same.

The examples above may seem simple, but they set the foundation for a culture of care, resilience, and growth. When employees see their leaders prioritising wellbeing, they’re inspired to do the same—and the ripple effect is immeasurable.

In today’s fast-paced, high-pressure work environment, fostering mental health and wellbeing isn’t just a nice-to-have; it’s a necessity. By stepping into your role as a cultural influencer, adopting sustainable practices, and tailoring support to individual needs, you can transform your workplace into a hub of engagement and productivity. Start small, stay consistent, and watch the difference it makes for yourself, your people—and your organisation.