Mental Health in the Workplace: Is poor mental health on the rise?

As the Head of the HR department at Goodwille Limited, I am no stranger to dealing with matters concerning poor mental health. However on discussing current affairs with my HR team, we all agreed that in recent years, we have witnessed a significant increase in cases of poor mental health. 

There is no doubt that we are also seeing more publications about mental health, which is a great thing. In January each year, my team will listen to my annual rant about Blue Monday. For those of you that don’t know, Blue Monday is not real, it isn’t based on any scientific evidence, and was in fact created as a marketing campaign by a well-known travel company. Nonetheless, I can agree that if nothing else, Blue Monday does get people talking about mental health (even if the day itself is built on a lie!). As awareness grows, so does the recognition that within the workplace employees’ mental well-being is essential to productivity, engagement, and overall organisational health. Yet, despite progress on this front, mental health challenges remain on the rise—particularly during the winter months and the festive season, when pressures often intensify. Employers need to no longer treat mental health as a private issue; it is a shared responsibility that directly affects performance, retention, and workplace culture. 

Across industries, more employees are reporting symptoms of anxiety, depression, burnout, and stress. Matters which may be exacerbating these issues could include remote work, financial uncertainty, social isolation, and the lingering effects of global crises reported in the press on a daily basis. I certainly feel myself that if I have a break from social media and my daily morning news doom scroll that I can feel the difference in my positivity! 

The impact of poor mental health at work can be increased absenteeism, presenteeism (working while unwell), and reduced morale. However, the human impact can be devastating, with employees struggling in silence, often feeling unsupported or misunderstood. Addressing mental health is not only an ethical imperative but also a business necessity. 

The Winter and Festive Season Effect 

Personally, for me, wintertime really challenges my state of happiness, and I know I am by far not alone in this. As the days grow shorter and sunlight becomes scarce, many people experience a shift in mood that can range from mild winter blues to a more serious condition known as Seasonal Affective Disorder (SAD). This type of depression typically occurs during the autumnal and winter months, when daylight hours are reduced.  

There are an array of suggested ways in which these symptoms can be addressed, such as maximising outdoor time (which I know can be hard to find the motivation when its cold and gloomy out!), light therapy (use of SAD lamps, which I personally think are great!), increasing physical activity levels, maintaining routines and socialising. However in some cases, professional support may be needed. 

The festive season is upon us also and while often portrayed as joyful, can pose more of a challenge for some people. Social expectations, increased alcohol intake, financial pressures, loneliness, and reflections on the past year can trigger or worsen anxiety and depression. For some, the festive season can highlight feelings of isolation rather than connection. In the workplace, this combination can manifest as decreased engagement, irritability, fatigue, or withdrawal, and in these instances it’s so important to be aware of these changes in behaviour. 

Why Employers Must Take Action 

Workplaces that actively address mental health are more resilient and productive. By fostering open dialogue and providing resources, companies can help employees feel valued and supported. When people are mentally healthy, they are more creative, collaborative, and motivated—qualities essential to a thriving workplace. 

Ignoring mental health issues, on the other hand, can lead to toxic cultures, high turnover, and reputational damage. Supporting mental well-being, especially during difficult seasons, is not a short-term wellness trend—it’s a long-term investment in people. 

Practical Steps for Employers 

Promote Awareness and Reduce Stigma: Encourage open conversations about mental health and educate managers on recognising signs of distress. This is probably the most important and impactful measure you can take, to give employees the confidence to be open about their mental health, knowing that they are supported. 

 

Offer Flexible Work Options: Allowing flexible hours or remote work can help employees manage seasonal fatigue and personal obligations during the holidays. 

 

Provide Access to Support Services: Employee Assistance Programs (EAPs), counselling, and mental health hotlines should be easily accessible and confidential. 

 

Encourage Work–Life Balance: Limit overtime and set realistic expectations, especially during high-pressure periods. 

 

Create a Supportive Environment: Simple gestures such as checking in and recognising contributions at its most simple. Or providing mental health first aiders as a first point of contact when employees need someone to speak to and/or running wellbeing events. 

 

Light and Space: In physical offices, maximizing natural light and creating inviting spaces can help mitigate winter-related mood changes. 

 

In summary, is poor mental health on the rise? No,  I believe poor mental health is probably the same rate as it always was, but we are talking about this more, caring about this more, and increasing awareness. In the workplace, there is an expectation and a duty for the employer to care about the health of their employees, and to find value in that. The link between the winter season, the festive period, and poor mental health underscores the need for year-round awareness and proactive workplace action. Employers have a powerful opportunity to demonstrate empathy, build resilience, and show that well-being truly matters. 

When mental health is prioritised, everyone benefits: employees thrive, teams strengthen, and organisations prosper. 

FAQ: 

As an employer, do I need to do anything if an employee has reported they suffer from stress or depression? 

Yes, as an employer in the UK, you do have legal and practical responsibilities to manage and support employees experiencing stress, depression, or other mental health issues. 

Under UK law, employers have a duty of care to protect their employees’ health, safety, and welfare, this includes mental health. 

The key laws are: 

• Health and Safety at Work etc. Act 1974 – you must take reasonable steps to ensure the health, safety and welfare of your employees. 

• Management of Health and Safety at Work Regulations 1999 – you must assess and manage risks to employee health, including stress-related risks. 

• Equality Act 2010 – if an employee’s depression or anxiety amounts to a disability (i.e., it has a substantial and long-term adverse effect on their ability to carry out normal activities), you must make reasonable adjustments. 

 

What should I do if I suspect an employee has poor mental health and there are performance issues with their work? 

If you’re a manager or employer in the UK and you suspect an employee may be struggling with poor mental health, especially if it’s affecting their performance, it’s important to handle the situation sensitively, lawfully, and supportively.  

Under the Equality Act 2010, mental health conditions such as depression, anxiety, or bipolar disorder can be classed as a disability if they have a substantial and long-term impact on day-to-day activities. 

This means: 

• You must not discriminate against the employee. 

• You have a duty to make reasonable adjustments to help them perform their job. 

You should approach the situation with sensitivity. Arrange a private, informal meeting to discuss your concerns about their wellbeing and performance. Make it clear that your aim is to support them, not to discipline them (at least initially). 

Give them space to talk and listen non-judgmentally. 

Encourage them to access support services, such as: 

• Employee Assistance Programme (EAP) (if you have one) 

• GP or NHS mental health services 

• Mind, Samaritans, or other mental health charities 

• Respect confidentiality unless there’s a serious risk to safety. 

If mental health is impacting their work, consider adjustments such as: 

• Flexible hours or remote work 

• Adjusted workload or deadlines 

• More regular check-ins and support meetings 

• A phased return if they’ve been off sick 

 

You should make sure that you document your actions, and of course if you need to put a performance management process in place then this should be managed fairly.