Introduction
Most organisations want to support employee mental health well. Leaders invest in wellbeing initiatives, managers are encouraged to check in, and support is often offered with genuine care.
Despite this, workplace mental health support frequently falls short. Employees may continue to struggle, managers may feel overwhelmed, and organisations may find that their efforts are not having the intended impact.
In many cases, the issue is not a lack of commitment, but a lack of clarity about what effective mental health support at work actually requires. This page explores common mistakes organisations make when supporting employee mental health, and why well-intentioned approaches can still increase risk.
Why good intentions are not always enough in workplace mental health support
Mental health at work is complex. Unlike physical health issues, its impact is not always visible, predictable, or immediate.
Organisations often rely on familiar tools or initiatives, particularly when under pressure to demonstrate action. Without a clear framework, responses can become inconsistent, reactive, or misaligned with employees’ actual needs.
For employers, recognising where good intentions fall short is a critical step in improving outcomes and reducing avoidable risk.
Mistake 1: Treating all workplace mental health concerns the same
One common mistake is assuming that a single approach will work for all mental health concerns.
Employee experiences vary widely. Some difficulties are short-term and situational, while others are persistent, complex, or linked to underlying conditions. Applying the same response in all cases can lead to under-support in some situations and over-intervention in others.
For employers, effective support requires responding to impact and complexity, rather than applying uniform solutions.
Mistake 2: Relying solely on generic wellbeing initiatives for mental health support
Wellbeing initiatives, awareness campaigns, and self-help resources can play a useful role in promoting a supportive culture. However, they are not designed to address more complex or persistent mental health needs.
Over-reliance on generic initiatives can create a false sense of reassurance while leaving individuals without appropriate support. Employees may feel that help is available in theory, but inaccessible or insufficient in practice.
For organisations, wellbeing initiatives should complement, not replace, access to professional mental health support.
Mistake 3: Placing responsibility for mental health support on line managers
Line managers are often expected to notice concerns, provide emotional support, and manage performance at the same time.
While managers are a key part of the support system, placing primary responsibility on them can be problematic. Most managers are not trained to assess mental health risk or provide therapeutic support, and many are managing their own workload pressures.
This can lead to inconsistent responses, blurred boundaries, or avoidance of difficult conversations.
For employers, clear escalation pathways and access to professional support protect both managers and employees.
Mistake 4: Confusing openness with obligation to disclose mental health concerns
Encouraging open conversations about mental health can reduce stigma, but it can also create unintended pressure.
Employees may feel obliged to disclose personal information in order to access support, or worry about how disclosures will be used. Others may choose not to disclose at all, even when they are struggling.
Effective support does not depend on disclosure. It depends on recognising impact at work and responding appropriately without requiring employees to share more than they are comfortable with.
For employers, maintaining clear boundaries around disclosure is essential to psychological safety.
Mistake 5: Delaying access to professional mental health support
Another common mistake is waiting too long before involving professional mental health support.
Organisations may hope that difficulties will resolve with time, adjustments, or informal support. While this is sometimes appropriate, prolonged delay can allow issues to become more complex and harder to address.
Delayed support can increase the likelihood of longer absences, reduced confidence, and more difficult returns to work.
For employers, timely access to professional support is often what prevents situations from escalating further.
Mistake 6: Withdrawing mental health support once performance improves
Employees may return to work, meet expectations, and appear to be coping, while still experiencing significant internal distress.
Withdrawing support as soon as outward performance improves can leave underlying issues unaddressed. Without follow-up or continuity, difficulties may resurface later, often more acutely.
For employers, sustained and proportionate support is often more effective than short-term responses tied only to visible performance.
What effective workplace mental health support does differently
Organisations that support mental health effectively tend to share several characteristics.
They recognise mental health as a workplace responsibility rather than a personal failing. They provide clear boundaries around roles, ensure access to appropriately qualified professionals, and match the level of support to the level of need.
They also accept that mental health support is rarely one-off, and that monitoring and follow-up are part of responsible care.
How Mynurva helps organisations avoid these pitfalls
Mynurva works with organisations to provide mental health support that is ethical, proportionate, and clinically grounded.
We help employers move beyond generic or reactive approaches by offering access to qualified professionals and supporting clear escalation and support pathways. Our work focuses on reducing risk, protecting managers, and ensuring employees receive appropriate care.
By addressing common mistakes, we help organisations build more effective and sustainable mental health support.
What this means for employers
Improving workplace mental health support is not about doing more, but about doing the right things at the right time.
Organisations that understand common pitfalls are better placed to support employees effectively, reduce avoidable harm, and make informed decisions about professional support.
A considered next step
If your organisation feels that its mental health support is not working as intended, a reflective conversation can help identify where changes may be needed.
Learning from common mistakes is often the most practical way to strengthen future support.