Top Mental Health Policies Modern Employees May Value for Workplace Wellness

In recent years, mental health has become a focal point in workplace discussions, reflecting a growing awareness of its relevance to employee experiences and organizational functioning. Contemporary work environments increasingly recognize that attention to mental health is discussed as relevant both for individuals and for broader workplace outcomes (Danna & Griffin, 1999). Research suggests that workplaces prioritizing mental health–related considerations are associated with differences in absenteeism, engagement, and reported organizational functioning (Harvey et al., 2014; World Health Organization, 2017). Additionally, attention to mental well-being is often described as contributing to perceptions of inclusivity, which may be associated with employee satisfaction and retention (Danna & Griffin, 1999; Nielsen et al., 2017).

Key policy considerations have been described in the literature as having the potential to be associated with positive mental health–related experiences in the workplace, including (a) access to resources and (b) the promotion of a supportive environment (Harvey et al., 2014). Flexible work arrangements are among the approaches described, which may be associated with differences in reported stress levels and perceptions of work–life balance (LaMontagne et al., 2014). Designated quiet hours are another approach described in some studies, creating structured periods of reduced stressors, which may be associated with perceived concentration and cognitive recovery, although such practices may not be feasible in all settings (Harvey et al., 2014; LaMontagne et al., 2014; Nielsen et al., 2017). Some workplaces have also been described as offering mental-health leave, providing time off related to mental health needs without penalty (Harvey et al., 2014; LaMontagne et al., 2014). Financial supports related to mental health, such as coverage for wellness programs, are likewise discussed in the literature as a way to reduce barriers to accessing mental health–related resources (LaMontagne et al., 2014; Nielsen et al., 2017).

Research indicates that workplace mental health policies are associated with reported differences in employees’ mental well-being (Harvey et al., 2014). Organizations described in the literature as having these measures in place may report differences in mental strain, task focus, and overall satisfaction among staff (Harvey et al., 2014). These associations are discussed as potentially contributing both to individual experiences and organizational considerations, suggesting that mental health initiatives are recognized in research as serving multiple purposes (Joyce et al., 2016).

The literature commonly describes organizations as engaging in processes such as gathering employee input, reviewing existing measures, and making adjustments over time (Smith et al., 2020). Open dialogue between leadership and staff is frequently emphasized, supporting that policies remain responsive to evolving workforce experiences. Employees are often described as contributing insights that help inform these discussions (Smith et al., 2020).

Looking ahead, attention to mental health in the workplace is increasingly featured in research and policy discussions, highlighting ways organizations may prioritize employee well-being. Emerging frameworks for workplace wellness are discussed as potentially supporting comprehensive and inclusive approaches, integrating mental health considerations into organizational practices and culture.

References

Danna, K., & Griffin, R. W. (1999). Health and well-being in the workplace: A review and synthesis of the literature. Journal of Management

Harvey, S. B., Joyce, S., Tan, L., Johnson, A., Nguyen, H., Modini, M., & Groth, M. (2014). Developing a mentally healthy workplace: A review of the literature. Australian & New Zealand Journal of Psychiatry

Harvey, S. B., Modini, M., Joyce, S., Milligan-Saville, J. S., Tan, L., Mykletun, A., Christensen, H., & Mitchell, P. B. (2017). Can work make you mentally ill? A systematic meta-review of work-related risk factors for common mental health problems. Occupational and Environmental Medicine

Joyce, S., Modini, M., Christensen, H., Mykletun, A., Bryant, R., Mitchell, P. B., & Harvey, S. B. (2016). Workplace interventions for common mental disorders: a systematic meta-review. Psychological Medicine

LaMontagne, A. D., Keegel, T., Louie, A. M., Ostry, A., & Landsbergis, P. A. (2014). A systematic review of the job-stress intervention evaluation literature, 1990–2005. International Journal of Occupational and Environmental Health

LaMontagne, A. D., Martin, A., Page, K. M., Reavley, N. J., Noblet, A. J., Milner, A. J., ... & Smith, P. M. (2014). Workplace mental health: developing an integrated intervention approach. BMC psychiatry

Nielsen, K., Nielsen, M. B., Ogbonnaya, C., Känsälä, M., Saari, E., & Isaksson, K. (2017). Workplace resources to improve both employee well-being and performance: A systematic review and meta-analysis. Work & Stress

Smith, J. Q., Jones, M. R., & Brown, C. D. (2020). Advancing Managerial Evolution and Resource Management in Contemporary Business Landscapes. Journal of Management Studies

World Health Organization. (2017). Mental health in the workplace: Information sheet. WHO Regional Office for Europe.