In 2022/23, an estimated 875,000 workers in Great Britain suffered from work-related stress, depression, or anxiety. That figure comes from the Health and Safety Executive (HSE). It accounted for roughly half of all work-related ill health cases and resulted in approximately 17.1 million working days lost.
Those are not abstract numbers. Every one represents a real person, and a real cost to their employer in lost productivity, sickness absence, staff turnover, and reduced morale.
Employers can make a measurable difference here. The right knowledge, policies, and training help organisations reduce harm, cut stigma, and support employees who are struggling. This guide sets out the legal framework, practical strategies, and training options available to UK employers.
The legal framework
Employers in the UK have clear legal duties around mental health at work. Several pieces of legislation apply.
Health and Safety at Work Act 1974
The Health and Safety at Work Act 1974 is the primary piece of health and safety legislation in the UK. Under Section 2, employers have a general duty to ensure, so far as is reasonably practicable, the health, safety, and welfare of their employees at work. This duty covers mental health as well as physical safety.
That means employers must identify and manage workplace risks that could harm employees’ mental health, just as they would manage physical hazards like machinery or chemicals.
The Management of Health and Safety at Work Regulations 1999
These regulations require employers to carry out suitable and sufficient risk assessments to identify hazards in the workplace, including psychosocial hazards that can cause or worsen mental health problems. Where risks are identified, employers must take steps to eliminate or reduce them.
Equality Act 2010
The Equality Act 2010 protects employees from discrimination on the basis of certain protected characteristics, including disability. A mental health condition can qualify as a disability if it has a substantial and long-term adverse effect on a person’s ability to carry out normal day-to-day activities. “Long-term” means lasting or expected to last 12 months or more.
Where an employee has a qualifying mental health condition, employers have a duty to make reasonable adjustments to remove or reduce disadvantages. Examples include adjusting working hours, providing a quieter workspace, allowing additional breaks, or modifying deadlines during difficult periods.
It is unlawful to treat an employee less favourably because of a mental health condition that qualifies as a disability. This covers decisions about hiring, promotion, redundancy, and disciplinary action.
HSE Management Standards for work-related stress
The HSE has developed six Management Standards that represent the primary sources of stress at work. These are not legal requirements in themselves, but they provide a framework the HSE uses to assess whether an employer is managing work-related stress effectively. The six standards cover demands (workload, work patterns, and the work environment), control (how much say employees have in the way they do their work), support (the encouragement and resources provided by the organisation, line managers, and colleagues), relationships (promoting positive working to avoid conflict and dealing with unacceptable behaviour), role (whether people understand their role and whether the organisation ensures they do not have conflicting roles), and change (how organisational change is managed and communicated).
Employers should use these standards as a starting point for assessing and addressing psychosocial risks.
Recognising mental health issues in the workplace
One of the biggest barriers to supporting employees with mental health problems is recognising the signs. Mental health conditions are not always visible. Many people are reluctant to disclose difficulties for fear of stigma or negative consequences.
There are, however, common indicators that a colleague or team member may be struggling. Changes in behaviour are often the first sign: increased irritability, withdrawal from social interaction, uncharacteristic mood swings, or loss of confidence. Performance may change too, with difficulty concentrating, increased errors, missed deadlines, or declining quality of work. Attendance patterns can shift, showing up as increased sickness absence, frequent lateness, or presenteeism (being physically present but not functioning effectively). Physical symptoms like fatigue, changes in appetite, or frequent headaches sometimes appear. Social withdrawal is another indicator: avoiding team activities, eating alone, reduced communication with colleagues.
These signs do not necessarily indicate a mental health problem. They could have many causes. But if you notice sustained changes, it is worth checking in with the person in a supportive way.
Managers play a critical role here. Training managers to recognise the signs and feel confident having conversations about mental health is one of the most impactful steps an organisation can take. Our Mental Health Awareness for Managers course is specifically designed to give managers the knowledge and confidence to support their teams.
Conducting a stress risk assessment
A stress risk assessment is a structured process for identifying the sources of work-related stress in your organisation and determining what action to take. The HSE recommends a five-step approach.
The first step is to identify the hazards. Use the HSE Management Standards as a framework to identify potential sources of stress. Common stressors include excessive workload, lack of control, poor management support, workplace conflict, role ambiguity, and poorly managed change. Our Managing Stress course provides practical strategies for both identifying and addressing these stressors. Gather information through staff surveys, focus groups, one-to-one conversations, and analysis of sickness absence data. The HSE’s Management Standards Indicator Tool is a free questionnaire that can help you assess how your organisation performs against the six standards.
Second, decide who might be harmed and how. Consider which groups of employees are most at risk. This might include staff in high-pressure roles, those going through organisational change, new starters, lone workers, or employees with existing mental health conditions.
Third, evaluate the risks and decide on action. Assess the level of risk and decide what steps to take. This might involve changes to workload distribution, improved communication, management training, access to employee assistance programmes, or changes to working patterns.
Fourth, record your findings. Document the hazards you have identified, the people who may be affected, and the actions you are taking. This record demonstrates that you have fulfilled your legal duty to assess risks and take appropriate action.
Fifth, review and update. Stress risk assessments should be reviewed regularly, and whenever there are significant changes to the organisation such as restructuring, new technology, or changes in workload.
Mental Health First Aiders
Mental Health First Aiders (MHFAs) are trained individuals within an organisation who can recognise the signs of mental health issues, provide initial support, and guide people towards appropriate professional help. They are not counsellors or therapists. Their role is comparable to a physical first aider who provides initial assistance before professional medical help arrives.
Having designated Mental Health First Aiders in your workplace provides a visible point of contact for employees who are struggling, helps reduce the stigma around mental health, allows problems to be identified early before they escalate, and bridges the gap between informal support and professional services.
There is no legal requirement to have Mental Health First Aiders, but an increasing number of organisations are appointing them as part of their wider wellbeing strategy. The Mental Health Awareness for Employees course provides a solid foundation of knowledge that supports this role.
Supporting employees with mental health conditions
When an employee discloses a mental health problem, or when you have concerns about someone’s wellbeing, the way you respond matters enormously.
Have an open conversation
Find a private, comfortable space and let the person know you have noticed changes and are concerned about their wellbeing. Listen without judgement. Do not try to diagnose or solve the problem. Your role is to understand how the person is feeling and what support they might need.
Use open-ended questions such as “How are you doing?” or “Is there anything at work that is making things more difficult?” rather than making assumptions.
Explore reasonable adjustments
Under the Equality Act 2010, if an employee’s mental health condition qualifies as a disability, employers are legally required to make reasonable adjustments. Even where the legal duty does not apply, offering adjustments is good practice and can make a real difference.
Reasonable adjustments might include flexible working hours (allowing later starts, adjusted shifts, or compressed hours), temporarily reducing workload or reassigning particularly stressful tasks, a phased return to work after a period of absence with a gradual increase in hours or responsibilities, access to a quieter workspace for employees who find open-plan offices difficult, regular brief check-ins to monitor wellbeing and adjust support as needed, and time off during working hours for therapy, counselling, or medical appointments.
Signpost to professional support
Managers are not expected to be mental health professionals. Your role is to listen, support, and signpost. Useful resources include Employee Assistance Programmes (many organisations provide free, confidential counselling through an EAP provider), occupational health services for assessments and return-to-work recommendations, NHS mental health services where GPs can refer employees to counselling or cognitive behavioural therapy, the Samaritans (available 24/7 on 116 123 for anyone in emotional distress), and Mind (mind.org.uk) for information, advice, and support.
Maintain confidentiality
Information about an employee’s mental health should be treated with strict confidentiality. Only share it with others on a need-to-know basis, and always with the employee’s consent where possible. Breaching confidentiality can destroy trust and discourage other employees from seeking help.
Creating a mentally healthy workplace
Supporting individual employees is essential, but the most effective approach is prevention. Creating an environment that promotes good mental health and reduces psychosocial risks benefits everyone.
Build a culture of openness
Encourage open conversations about mental health. When senior leaders speak publicly about wellbeing, share their own experiences, and demonstrate that it is safe to ask for help, the cultural effect is significant.
Train your managers
Managers are on the front line of employee wellbeing. They are often the first to notice changes and the first point of contact for employees who are struggling. Investing in management training around mental health awareness and supportive conversation skills is one of the highest-impact actions an organisation can take.
Review workloads and working patterns
Excessive workload is consistently identified as one of the top causes of work-related stress. Regularly review whether workloads are realistic and sustainable. Consider whether working patterns (shift patterns, long hours, lack of breaks) are contributing to poor mental health.
Promote work-life balance
Encourage employees to take their full holiday entitlement, take proper breaks during the working day, and disconnect from work outside of working hours. Lead by example. If managers routinely send emails late at night or work through weekends, it sends a message that employees are expected to do the same.
Monitor and act on data
Use sickness absence data, staff survey results, exit interview feedback, and grievance records to identify trends and problem areas. If a particular team or department consistently shows higher absence rates or lower satisfaction scores, investigate the underlying causes.
Mental health in hospitality
The hospitality industry faces particular challenges around mental health. Long and unsociable hours, high-pressure environments, seasonal fluctuations, low pay, and a culture that has historically normalised overwork all contribute to higher rates of stress, anxiety, and depression among hospitality workers.
Research by the Burnt Chef Project found that 84% of hospitality professionals have experienced mental health issues related to their work. That number alone makes mental health awareness training especially important for hospitality employers and managers.
Practical steps for hospitality businesses include training all managers in mental health awareness, reviewing rota practices to ensure staff get adequate rest between shifts, creating a zero-tolerance policy for bullying and harassment, providing access to confidential support services, and normalising conversations about mental health during team meetings and one-to-ones.
How to get trained
Chefs Bay Academy offers two focused courses on mental health awareness. The Mental Health Awareness for Employees course is designed for all staff and covers the fundamentals of mental health, common conditions, how to support colleagues, and how to look after your own wellbeing. The Mental Health Awareness for Managers course is specifically for managers and supervisors, covering how to recognise signs, have supportive conversations, make reasonable adjustments, and fulfil legal duties.
Both courses are included in every Chefs Bay Academy licence. For £29, each learner gets access to these courses and 130+ others covering workplace compliance, health and safety, data protection, and more. The courses are entirely self-paced and work on any device. Learners confirm their knowledge with an end-of-course assessment, and a CPD accredited certificate is available immediately.
Frequently asked questions
Is mental health training a legal requirement for employers?
There is no specific legal requirement to provide mental health awareness training. However, employers have a legal duty under the Health and Safety at Work Act 1974 and the Management of Health and Safety at Work Regulations 1999 to assess and manage risks to employees’ health, including mental health. The HSE considers training to be an important part of managing work-related stress, and demonstrating that managers and staff have been trained can support your compliance position.
What is the difference between mental health awareness training and Mental Health First Aid?
Mental health awareness training provides a general understanding of mental health, common conditions, and how to support yourself and others. Mental Health First Aid (MHFA) is a more in-depth training programme that teaches specific skills for providing initial support to someone experiencing a mental health crisis. Our awareness courses provide a strong foundation and are suitable for all employees.
Can I dismiss an employee for mental health-related absence?
This is a complex area. If an employee’s mental health condition qualifies as a disability under the Equality Act 2010, dismissing them for absence related to that condition could constitute disability discrimination. Employers must consider reasonable adjustments and follow a fair process. Always take legal advice before making decisions about dismissal in these circumstances.
How can I encourage employees to talk about mental health?
Start with leadership. When senior leaders and managers openly discuss mental health, it sends a clear signal that the organisation takes it seriously. Provide training so managers feel confident having conversations. Appoint Mental Health First Aiders as visible points of contact. Run awareness campaigns. And most importantly, act on what people tell you. If employees raise concerns and nothing changes, trust will erode quickly.
Related guides
If you found this guide helpful, you might also want to read:
- Equality, Diversity and Inclusion Training for where mental health intersects with disability discrimination and reasonable adjustments under the Equality Act
- Safeguarding Training: Who Needs It and What It Covers for the shared skills between mental health awareness and recognising vulnerability
- Leadership and Management Training in Hospitality for the connection between strong leadership and a mentally healthy workplace
All these courses are included in your Chefs Bay Academy licence — £29 for instant access to 130+ courses.