Mental Health Awareness Week takes place from 11th – 17th May 2026, with this year’s theme focusing on action – for ourselves, for others and for wider society. For employers, this provides a timely opportunity to review how mental health and wellbeing are supported in the workplace, not only during awareness campaigns, but throughout the year.
Mental health is a key workplace issue. It can affect attendance, performance, engagement, communication and employee relations. It is also an important part of an employer’s wider duty of care. According to the Health and Safety Executive, 964,000 workers in Great Britain experienced work-related stress, depression or anxiety in 2024/25.
While awareness weeks can help start important conversations, employers should ensure that any activity is supported by clear policies, trained managers and practical support for employees.
Why Mental Health Awareness Week matters in the workplace
Mental health should not be viewed as a standalone HR initiative or a once-a-year topic. It forms part of how an organisation manages people, responds to concerns and creates a safe and respectful working environment.
When mental health concerns are not addressed appropriately, they can contribute to sickness absence, reduced productivity, conflict, disengagement and staff turnover. In some cases, employers may also need to consider their legal responsibilities, including reasonable adjustments where a mental health condition amounts to a disability under the Equality Act 2010. ACAS confirms that where an employee is disabled, employers have a duty to make reasonable adjustments.
A positive approach to mental health can help employees feel more supported, encourage earlier conversations and reduce the likelihood of issues escalating.
Moving from awareness to meaningful action
Many employers mark Mental Health Awareness Week with posters, internal messages or wellbeing activities. These can be useful, but they should not replace meaningful action.
Employees are more likely to engage with wellbeing initiatives when they reflect the reality of the workplace. For example, messages encouraging staff to speak openly about mental health may feel ineffective if workloads are consistently unmanageable, managers are not approachable or employees are unsure where to seek support.
Mental Health Awareness Week should therefore be used as a prompt to review what is working well and where improvements may be needed.
Practical steps employers can take
- Review workplace stress risks
Employers should consider whether workplace factors may be contributing to stress or poor wellbeing.
This may include reviewing:
- Workload and deadlines
- Working hours and rest breaks
- Clarity of roles and responsibilities
- Management support
- Communication during periods of change
- Workplace conflict or poor working relationships
- Bullying, harassment or inappropriate behaviour
Where an employee raises concerns about stress, managers should take this seriously and consider whether an individual stress risk assessment or further support is required.
- Equip managers to have supportive conversations
Line managers play a key role in identifying and responding to mental health concerns. They are often the first point of contact when an employee is struggling, so it is important they know how to approach conversations appropriately.
Managers should be supported to:
- Recognise possible signs of stress or poor wellbeing
- Hold confidential and sensitive conversations
- Listen without judgement
- Avoid making assumptions
- Signpost employees to appropriate support
- Involve HR where further guidance is needed
- Document agreed actions where appropriate
Managers are not expected to diagnose mental health conditions or provide counselling. Their role is to listen, respond appropriately and ensure employees know what support is available.
- Make support easy to access
Employees should know where to find help before they reach crisis point. Mental Health Awareness Week is a good time to remind staff of the support available within the organisation.
This may include:
- Employee Assistance Programme details
- Occupational health support
- Mental health first aiders
- Wellbeing policies
- Sickness absence and return-to-work processes
- Flexible working options
- Internal reporting routes
- External support services
- Consider reasonable adjustments
Mental health conditions can vary significantly from person to person. Where an employee is experiencing a mental health problem, employers should consider whether adjustments may help them remain at work or return to work safely.
Reasonable adjustments could include:
- Adjusting working hours
- Allowing additional breaks
- Agreeing regular check-ins
- Reviewing workload or deadlines
- Changing communication methods
- Offering a phased return after absence
- Allowing time off for medical appointments
- Temporarily reallocating certain duties where appropriate
Adjustments should be discussed with the employee, recorded clearly and reviewed regularly. What is suitable at one point in time may need to change if the employee’s circumstances change.
- Encourage open communication throughout the year
A supportive workplace culture is built through regular, consistent communication. Mental health should be part of everyday management, not only raised during awareness campaigns.
Employers can support this by:
- Including wellbeing in regular one-to-ones
- Encouraging managers to check in with their teams
- Creating safe routes for employees to raise concerns
- Using staff feedback to identify pressure points
- Communicating clearly during periods of change
- Taking action where behaviour falls below expected standards
- This helps create a workplace where employees feel able to speak up early, rather than waiting until concerns become more serious.
Ideas for Mental Health Awareness Week
Employers do not need to have a large budget to take part. Simple, practical activities can be effective when they are linked to wider workplace support.
Possible activities include:
- Sharing details of available support services
- Running a manager refresher session on mental health and stress
- Arranging a wellbeing-focused team discussion
- Holding a “walk and talk” session
- Reviewing stress risk assessments
- Inviting employee feedback on wellbeing at work
- Reminding staff how to access confidential support
The key is to ensure that any activity feels genuine and is supported by action beyond the awareness week itself.
Useful support services to share with employees
Employers should make clear that workplace support is not a substitute for professional or emergency help. Where an employee needs urgent support, they should be directed to appropriate services.
Useful contacts include:
- Samaritans: call 116 123 for free, 24/7 support.
- Shout: text SHOUT to 85258 for confidential 24/7 text support.
- Mind Support Line: call 0300 102 1234, Monday to Friday, 9am–6pm.
- NHS 111: call 111 and select the mental health option for urgent mental health support.
- Emergency support: if someone is in immediate danger, call 999 or go to A&E.
How Bedrock HR can help
Bedrock HR supports employers with practical, commercially focused HR advice. Whether you need help reviewing your wellbeing approach, managing sickness absence, supporting line managers, handling sensitive employee matters or updating workplace policies, our team can provide guidance tailored to your organisation.
Contact our team today to arrange a no-obligation call and discuss how we can support your workplace on 0203 330 0827 or [email protected].
