Mental Health at Work Policy: What to Include

A mental health policy shows employees you take their wellbeing seriously. Here's what to include and how to make it effective.

Why Have a Policy?

Legal Reasons

• Demonstrates commitment to duty of care
• Supports compliance with health and safety law
• Evidence of reasonable steps if claims arise
• Framework for consistent treatment

Business Reasons

• Reduces stigma around mental health
• Encourages early disclosure and support
• Helps managers know how to respond
• Shows commitment to employee wellbeing
• Supports recruitment and retention

Policy Structure

1. Policy Statement

Start with a clear commitment from leadership:

Example:

[Company name] is committed to promoting positive mental health and supporting employees who experience mental health difficulties. We recognise that mental health is as important as physical health and will take steps to create a supportive workplace where employees feel able to talk openly about mental health.

2. Scope

Specify who the policy covers:

• All employees
• Workers and contractors (if applicable)
• All locations
• Applies regardless of role or seniority

3. Definitions

Clarify key terms:

Mental health: Our emotional, psychological and social wellbeing - how we think, feel and act.

Mental health condition: A clinically recognised condition affecting mental health, such as depression, anxiety, bipolar disorder, or PTSD.

Work-related stress: The adverse reaction people have to excessive pressures or demands placed on them at work.

4. Our Commitments

State what the organisation will do:

• Create a supportive environment where mental health can be discussed openly
• Reduce stigma through awareness and education
• Assess and manage work-related stress risks
• Provide access to support services
• Make reasonable adjustments for employees with mental health conditions
• Treat mental health absence the same as physical health absence
• Train managers to support employee mental health
• Maintain confidentiality
• Not discriminate against anyone because of their mental health

5. Manager Responsibilities

Managers should:

• Create an open environment for discussing wellbeing
• Recognise signs of mental health difficulties
• Have supportive conversations when concerns arise
• Signpost employees to available support
• Make reasonable adjustments where needed
• Manage workloads to prevent excessive stress
• Maintain confidentiality
• Model positive behaviours (taking breaks, reasonable hours)
• Complete mental health awareness training
• Escalate concerns appropriately

6. Employee Responsibilities

Employees should:

• Take reasonable care of their own mental health
• Raise concerns with their manager or HR
• Support colleagues' wellbeing
• Use support services when needed
• Follow reasonable management instructions
• Participate in return-to-work discussions
• Suggest adjustments that would help

7. How to Raise Concerns

Provide clear routes:

If you're struggling:

• Talk to your line manager
• Contact HR
• Use the Employee Assistance Programme
• Speak to a Mental Health First Aider
• Contact Occupational Health

If you're worried about a colleague:

• Talk to them privately
• Encourage them to seek support
• Speak to their manager or HR if seriously concerned
• Contact EAP for advice

8. Support Available

Detail what's offered:

Support	Details
Employee Assistance Programme	Free, confidential counselling and support. Call [number] or visit [website]. Available 24/7.
Occupational Health	Referrals available through HR for work-related health concerns.
Mental Health First Aiders	Trained colleagues who can provide initial support. See [location] for list.
Flexible Working	Consider flexible arrangements to support wellbeing. See flexible working policy.
Time Off	Reasonable time off for appointments related to mental health.

9. Absence and Return to Work

Explain your approach:

During absence:

• Maintain reasonable contact (agreed with employee)
• Offer support services
• Refer to Occupational Health if appropriate
• Follow normal absence procedures

Returning to work:

• Return-to-work meeting with manager
• Discuss any adjustments needed
• Phased return if appropriate
• Ongoing support and check-ins
• Follow any Occupational Health recommendations

10. Reasonable Adjustments

Explain how adjustments work:

When an employee has a mental health condition that qualifies as a disability, we have a legal duty to make reasonable adjustments.

Examples of adjustments:

• Flexible working hours or patterns
• Modified duties temporarily
• Additional supervision or support
• Time off for appointments
• Quiet workspace
• Phased return after absence
• Regular breaks
• Adjusted targets during recovery

Process:

1. Employee discusses needs with manager
2. Occupational Health referral if needed
3. Manager and employee agree adjustments
4. Document and review regularly
5. Adjust as circumstances change

11. Confidentiality

Assure employees:

• Discussions about mental health are confidential
• Information only shared on need-to-know basis
• Employee's consent sought before sharing (except safety concerns)
• Records kept securely
• No negative consequences for disclosure

Limits to confidentiality: We may need to share information without consent if there's a serious risk to you or others. We'll always try to discuss this with you first.

12. Non-Discrimination

Commit to equality:

• No discrimination based on mental health
• Recruitment decisions based on ability to do the job
• Same opportunities for development and promotion
• Mental health conditions treated equally to physical conditions
• Action taken against anyone who discriminates

13. Review

State how the policy will be maintained:

• Reviewed annually
• Updated when legislation changes
• Employee feedback welcomed
• Effectiveness monitored through:
  • Absence data
  • Employee surveys
  • Usage of support services
  • Feedback from managers

Implementation Checklist

Before Launch

• Senior leadership sign-off
• Consultation with employee representatives
• Manager briefings
• Support services in place (EAP, OH)
• Mental Health First Aiders trained
• Policy accessible (intranet, handbook)

At Launch

• All-staff communication
• Explain why it matters
• Highlight key points and support
• Q&A opportunity
• Manager toolkit/guidance

Ongoing

• Manager training completed
• Regular awareness campaigns
• Monitor usage and feedback
• Annual review
• Update as needed

Making It Effective

A policy on paper means nothing if it's not lived:

Leadership Example

• Senior leaders talk openly about wellbeing
• Model reasonable working hours
• Take breaks and holidays
• Discuss the policy in team meetings

Manager Capability

• Train all managers
• Provide conversation guides
• Regular refresher training
• Support managers' own wellbeing

Reduce Stigma

• Mental health awareness events
• Share stories (with consent)
• Include in induction
• Regular communication

Accessible Support

• Make EAP details visible
• Display Mental Health First Aider list
• Include in email signatures
• Posters in break areas

Monitor and Improve

• Track policy usage
• Survey employees on effectiveness
• Review absence trends
• Act on feedback

Common Pitfalls

1. Policy Without Practice

Having a policy means nothing if managers don't follow it or support isn't available.

2. One-Off Launch

Mental health needs ongoing attention, not just a launch event.

3. Manager Resistance

Some managers see this as "soft" - training and leadership example are essential.

4. Confidentiality Breaches

One breach destroys trust. Train everyone on confidentiality.

5. Ignoring Root Causes

Supporting individuals is good, but also address workplace factors causing stress.