Employer guidance
Supporting mental health at work
Clear, practical guidance for UK employers managing mental health concerns at work. Focused on early action, fair process, return to work, and trusted external support.
Written for HR and line managersJump to external resources
When to take action
Early action is usually more effective than waiting for issues to escalate. Employers do not need to wait for a crisis before offering support or reviewing what may help at work.
- Changes in behaviour or performance
- Reduced concentration, missed deadlines, withdrawal from colleagues, or noticeable changes in engagement.
- Repeated short-term absence
- Frequent sick days or recurring absences may indicate an underlying issue that needs structured support.
- Employee raises concerns
- If an employee mentions stress, anxiety, burnout, or difficulty coping, it should prompt a supportive conversation.
- Return after absence
- Returning after mental health-related absence often requires planning, regular review, and realistic expectations.
Practical rule
If you are unsure whether to act, it is usually better to review support early than to wait for the situation to become harder to manage.
Employer responsibilities
Employers should provide a safe working environment, manage absence fairly, and consider reasonable adjustments where appropriate.
- Keep conversations focused on work impact, support needs, and next steps.
- Use a consistent process for absence, review meetings, and return-to-work planning.
- Consider whether adjustments may reduce disadvantage and support the employee to remain in work.
- Document actions clearly so decisions can be explained and followed through.
Supporting an employee in practice
The most effective support is usually practical, proportionate, and reviewed over time.
Start with a structured conversation
- Ask what is affecting work and what the employee is finding difficult.
- Focus on tasks, workload, hours, communication, and workplace pressures.
- Agree what will happen next and when you will review it.
Consider practical adjustments
- Temporary changes to workload or deadlines
- Flexible start or finish times
- Phased return after absence
- Reduced exposure to identified triggers where possible
- Regular review points with clear manager support
Managing return to work
A return to work should be planned, not assumed. A structured approach reduces the risk of relapse and makes expectations clearer for everyone.
- Review current capacity rather than assuming someone can resume their full role immediately.
- Set a realistic schedule for hours, duties, and review points.
- Check whether the fit note suggests changes or temporary adjustments.
- Keep communication clear so managers know what has been agreed and what to monitor.
When additional support may help
Some situations need more than internal manager support. External input may help when the right adjustments are unclear or the case is becoming more complex.
- There is uncertainty about what the employee can reasonably manage at work.
- Absence is recurring or the return-to-work plan keeps breaking down.
- There are multiple factors involved, such as workload, role demands, and ongoing health concerns.
- Managers need objective guidance to support decision-making.
Return Well assessments are carried out remotely by a registered clinician, over a video call with the employee, so there is no travel, no waiting room, and no disruption to the working day.
Unsure what support an employee needs?
An independent clinician-led workplace assessment can help clarify what an employee can reasonably manage at work and provide practical recommendations for adjustments, return-to-work planning and ongoing support.
External resources for employers
These official and trusted resources provide practical guidance for UK employers and employees.
ACAS
GOV.UK
Mind
Further reading & support
Independent third-party resources for further information and support. These are not official guidance or clinically endorsed by Return Well.
Life Coach Directory
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The Employer Guide
A practical reference for HR teams and managers, when a clinical workplace assessment helps, when it doesn't, a referral checklist, and what every report includes. Written in plain English.
Download the guide (PDF)