By Melixa Carbonell, MA, LMHC, ADHD-CCSP, NCC
Despite the increasing focus on workplace well-being, a fundamental disconnect remains: Employees continue to fear that acknowledging mental health struggles will harm their careers. While many organizations have embraced mental health initiatives on paper, the workplace culture still discourages open conversations about stress, burnout, and mental health challenges.
Recent data from the National Alliance on Mental Illness (NAMI, 2025) highlights this troubling reality: Only 28% of employees feel safe discussing mental health concerns with leadership, and just 39% would turn to HR. This silence isn’t due to a lack of awareness—it’s due to a lack of trust. Employees see mental health struggles as a potential liability in the workplace rather than a valid and addressable concern.
Meanwhile, the cost of ignoring burnout continues to rise. DHR Global’s 2025 Employee Wellness Trends reports that 82% of employees experience burnout, and organizations that fail to address this are seeing higher turnover, lower engagement, and reduced productivity.
For business and healthcare leaders, this isn’t just an HR issue—it’s a critical operational and financial risk. The question isn’t whether companies should support mental health, but how effectively they are doing so.
Beyond Compliance: Building a Workplace That Supports Mental Health
Many organizations have adopted mental health policies, but the real test is whether employees feel safe using them. Token wellness programs, generic resilience trainings, and access to an Employee Assistance Program (EAP) are not enough. Healthcare and business leaders must take a systemic approach that prioritizes psychological safety and sustainable work environments.
1. Leadership Must Be the Model, Not the Exception
Mental health initiatives are meaningless if leaders are not setting the standard. Executives and managers should openly discuss well-being, set boundaries around work expectations, and actively support employees in taking care of their mental health. If leadership reinforces an “always-on” culture, employees will hesitate to take advantage of available resources.
2. HR Needs to Be a Safe Space, Not a Last Resort
Very often in my experience with client sessions, employees recoil at the suggestion of reaching out to HR, for many workplace concerns, ranging from interpersonal dynamics with peers or supervisors to the need for accommodations or increasing burnout. When asked why, many of clients share their belief that talking to HR will end with their dismissal or some type of retaliation which will hinder their career. If employees believe that discussing mental health with HR could lead to stalled career growth or job insecurity, they won’t reach out. Organizations must ensure that HR is seen as a trusted advocate, not just an administrative function. Clear, confidential pathways for employees to seek help should be a priority.
3. Workplace Mental Health Must Be an Operational Priority
Workplace stress isn’t just an individual problem—it’s a structural issue. Healthcare and business professionals should advocate for mental health as part of the company’s operational strategy, just as they do for physical safety. Overwork, lack of autonomy, and unclear job expectations are major contributors to burnout. Leaders must integrate workload management, realistic performance expectations, and employee autonomy into their operational goals.
4. Well-Being Metrics Should Be Embedded in Business KPIs
Organizations track revenue, productivity, and efficiency, but how many track mental health and burnout risk? Companies that proactively measure employee well-being, stress levels, and psychological safety can identify burnout trends before they lead to costly turnover and absenteeism.
Investing in Mental Health = Better Business Outcomes
The cost of inaction is clear. Organizations that fail to address workplace mental health see:
🚨 Higher turnover rates—Employees leave toxic or unsupportive environments, costing companies significantly in recruitment and training.
🚨 Lower productivity—Burnout leads to disengaged employees, missed deadlines, and declining performance.
🚨 Increased healthcare costs—Chronic stress contributes to physical and mental health conditions, leading to higher insurance claims and absenteeism.
On the other hand, companies that prioritize mental health as a business strategy reap tangible benefits:
✅ Higher retention rates—Employees who feel supported are more loyal and engaged.
✅ Improved productivity—Healthy employees contribute more effectively to the organization.
✅ Stronger workplace culture—Trust and psychological safety foster collaboration, innovation, and long-term success.
The Bottom Line
Workplace mental health is not just an HR initiative—it’s a business and healthcare priority. For professionals in healthcare and business, this is an opportunity to lead meaningful change. It’s time to move beyond performative wellness initiatives and build workplaces where mental health is treated as an essential pillar of organizational success.
The question is no longer whether we should support mental health at work—it’s whether we are doing enough.
Sources
National Alliance on Mental Illness (2025). Employees still not talking about mental health. Retrieved from EHS Today
DHR Global (2025). 2025 Employee Wellness Trends. Retrieved from GTM
O.C. Tanner Institute (2025). The Mental Health Link. Retrieved from O.C. Tanner