01/09/2026
For a long time, workplace mental health was treated primarily as an individual issue.
If someone was struggling, the response often focused on the individual: manage stress, build resilience or simply take time off.
However, current evidence-based guidance points to a broader understanding.
Mental health is influenced by individual factors, but it is also shaped by working conditions and the way work is organized.
Psychosocial risks at work may include excessive workloads, low job control, job insecurity, limited support from colleagues or supervisors, unclear roles, negative organizational cultures and poor management practices. The World Health Organization recommends organizational interventions that assess and modify these risks in order to protect workers’ mental health (WHO, 2022, 2024).
This distinction matters.
When mental health is understood only as an individual responsibility, organizations may overlook aspects of the working environment that can contribute to psychological distress.
Globally, an estimated 12 billion working days are lost every year to depression and anxiety, at a cost of US$1 trillion per year in lost productivity (WHO, 2024).
For this reason, workplace mental health cannot be addressed through individual wellness initiatives alone. It also requires attention to working conditions, leadership, communication, workload, organizational culture and management practices.
The conversation around workplace mental health is evolving.
Perhaps one of the most important questions organizations can ask is not only “How can we support employees who are struggling?” but also “What aspects of our workplace may be contributing to that struggle?”
References
World Health Organization. (2022). WHO guidelines on mental health at work. World Health Organization.
World Health Organization. (2024). Mental health at work. World Health Organization.
