Widespread bereavement, lingering health issues, prolonged isolation, financial uncertainty: there’s no getting around it, the most common impacts of COVID-19 on individuals read like a recipe for poor mental health. With that messy truth on the table, it’s no surprise that HR departments have seen increased reports of anxiety, mood disorders, and trauma symptoms. Workforce research around the world has confirmed the phenomenon.

The personal and interpersonal difficulties inherent in mental illness are well known. But when mental illness becomes widespread, what kind of collective impact can we expect to see on our businesses and organizations?

Some experts believe that the current statistics are only the beginning. Without prevention and sensitivity--and maybe even with them--we could be facing a mental health “pandemic” that functions like an aftershock of COVID-19.

Forbes reported recently that 69% of employees say their jobs have become more stressful. Working from home with kids, understaffing, and economic fears all contribute, but HR experts feel the root of the problem lies elsewhere namely, in the lonely and demanding nature of contemporary office culture, remote and otherwise. 

People need to feel supported by the companies they work for and the teams they work with even in the best of times, isolation and overwhelm lead to burnout.

How can employers create the kind of supportive environment that talented workers need to thrive? One important step is to be aware of when people are struggling. Changes in appearance, mood, performance, or attendance can all indicate stress overload. Different people respond to mental health difficulties in different ways some might become more withdrawn and passive, while others may become defensive and irritable. If someone seems “off” from their usual self, it might be time to check-in.

People understandably keep things close to the chest at work. They don’t want to come across as a potential liability to their manager or burden their colleagues. Surveys and questionnaires tend to be viewed with scepticism. The best-performing company mental health programmes include more personal opportunities for employees to voice their struggles, like support groups, talks, and even one-on-one counselling.

When it comes to the mental health of your workforce, there’s no substitute for a culture of safety and honesty where people are valued as individuals, and no substitute for willingness to listen when people speak up and tell you what they need. Even though “wellness” and “mental health” have become buzzwords in the corporate sphere, openness about this historically stigmatized topic still takes courage. You can be part of the solution if you reward that courage with compassion and understanding.