How to support a struggling employee

Most managers can recognise the feeling when something shifts in a team member. They might seem quieter or more tense than usual, there might be disengagement, and work that was once straightforward becomes inconsistent. It’s not always obvious what’s going on, but it’s clear something isn’t quite right.

Moments like these can feel uncomfortable. There’s often a hesitation, a concern about saying the wrong thing, or overstepping. At the same time, doing nothing rarely sits well either.

Thankfully, supporting someone through a difficult period doesn’t require perfect wording or specialised training. It calls for steady leadership, genuine care, and a willingness to stay present in conversations that might feel uncertain at first.

Noticing the early signs

Most employees won’t directly say they are struggling. What tends to show up first are small, gradual changes like missing deadlines they’d normally meet or pulling back from conversations they used to contribute to. Sometimes, it’s irritability or a sense that they’re overwhelmed by tasks that once felt manageable. In other cases, it looks like hesitation, indecision, or visible work anxiety.

For remote and hybrid employees, these signs can be harder to spot. A camera turned off more often than usual, slower responses to messages, or a noticeable drop in participation during virtual meetings can signal that something isn’t right. Without casual in-person interactions, these changes can easily go unnoticed unless managers are paying close attention.

However, do note that these shifts don’t always point to a mental health condition. They could reflect tension from workplace conflicts, pressure from an excessive workload, or challenges outside of work. The important thing is recognising that a pattern has changed and responding with care.

Creating a workplace where people can speak up

Many employees think carefully before sharing anything personal at work. Concerns around mental health disclosure are still very real, even in supportive organisations.

This is where culture and psychosocial support and safety play a central role. When people feel they’ll be met with respect rather than judgment, they’re more likely to raise concerns earlier.

That kind of environment is shaped through everyday behaviour. Managers who listen without interrupting, who stay calm in difficult conversations, and who respond consistently tend to build stronger trust over time.

This is the essence of emotional intelligence in the workplace. It’s less about finding the perfect words and more about being attentive and steady in how you show up. Regular check-ins, not just about tasks but about how people are going, can help maintain connection. Without these moments, it’s easy for employees to feel isolated or overlooked.

Starting the conversation

Reaching out to an employee can feel like the hardest step, but it’s often the most important one. A simple, private check-in is usually enough to open the door. Noticing a few changes and asking how things are going creates space for a conversation without putting pressure on the person to explain everything.

For remote employees, this might mean scheduling a one-on-one video call rather than relying on messages or emails. Tone and body language, even through a screen, can help convey genuine concern in a way written communication often can’t.

What matters most is how the conversation is held. Taking a calm tone, allowing pauses, and resisting the urge to immediately solve the problem all help the employee feel more at ease.

Some people will share openly. Others may keep things brief. Both responses are valid, and respecting boundaries helps build trust over time.

Offering meaningful support

Once a conversation has started, support needs to be grounded in what’s actually affecting the employee day to day.

One of the most common contributors to stress at work is an excessive workload. When someone is already feeling stretched, even small adjustments can relieve pressure. Reprioritising tasks, extending deadlines where possible, or redistributing work across the team can create breathing room.

For remote and hybrid teams, workload challenges can sometimes be less visible. Employees may work longer hours without it being noticed, especially when boundaries between home and work blur. Checking in on workload explicitly, rather than assuming things are manageable, helps bring these pressures into the open.

Tension within teams is another factor that can quietly wear people down. Left unaddressed, workplace conflicts tend to grow rather than resolve themselves. In hybrid environments, miscommunication can happen more easily, as tone and intent aren’t always clear in written messages. Addressing concerns early helps prevent misunderstandings from escalating.

Flexibility can also play a meaningful role. Adjusted hours, temporary changes in responsibilities, or remote work options can help employees manage personal challenges while staying engaged with their work.

Support doesn’t need to be elaborate. Often, it’s about making thoughtful and reasonable adjustments  or personalised mental health support that acknowledge what the person is dealing with.

Making use of structured support

Managers aren’t expected to handle everything alone. Many organisations have systems in place that can provide additional support.

An employee assistance program can offer confidential psychology, counselling, and practical guidance, which some employees may feel more comfortable accessing than speaking openly at work. A quiet reminder that these services are available can be helpful, particularly for employees who may not know where to begin.

There are times when encouraging medical support is appropriate as well. This might involve suggesting a conversation with a GP, a mental health nurse, or another health professional, especially if the employee appears significantly impacted.

What’s important is how this is communicated. Framing it as an option, rather than an instruction, helps maintain a sense of control for the employee.

For some, a more tailored approach is needed. Personalised mental health support for employees might include gradual return-to-work plans, adjusted expectations, or regular check-ins that provide consistency without pressure. 

Explore: Employee assistance services by Talked for Work

Taking a proactive approach to workplace wellbeing

While responding to individual situations is important, it also helps to step back and consider the broader work environment. Psychosocial risk management focuses on identifying and reducing factors that contribute to stress before they escalate. High workloads, unclear expectations, and lack of support are common examples.

In hybrid teams, these risks can show up differently. Communication gaps, unclear boundaries, or inconsistent expectations between in-office and remote staff can all create tension. Regularly reviewing how work is structured, and how expectations are communicated, helps reduce these risks.

When these factors are addressed early, it becomes easier to maintain a stable and supportive workplace.

The role of leadership style

How a manager shows up day to day has a strong influence on how safe employees feel.

A steady leadership style that combines clarity with empathy tends to create the most supportive environments. Employees are more likely to speak honestly when they know their concerns will be handled fairly and consistently.

In remote or hybrid settings, leadership style becomes even more visible. Communication habits, responsiveness, and tone all carry extra weight when face-to-face interaction is limited. Being intentional about how you communicate can help maintain trust across different working arrangements.

On the other hand, dismissing concerns, over-monitoring, or ignoring early warning signs can lead employees to withdraw further. Consistency matters more than perfection. People tend to remember how they were treated during difficult periods.

Keeping your balance while looking after your team

Supporting employees can be quietly demanding. It can take a toll if there aren’t clear boundaries in place. And that’s why for business owners and executives, it’s important to uphold manager support just as much as employee wellbeing.

Leaders often feel a strong sense of responsibility, especially in smaller teams. There can be a tendency to take on more than is sustainable, or to remain constantly available. While well-intentioned, this can lead to fatigue and reduced effectiveness.

Maintaining your own balance isn’t separate from supporting your team. It sits alongside it.

Setting clear limits around availability, taking time to step back when needed, and leaning on peers or mentors for support can help maintain perspective. For leaders managing remote teams, this might also mean resisting the urge to be constantly online or immediately responsive, and instead modelling healthy boundaries.

Regular reflection can be useful here. Checking in with yourself about workload, expectations, and how you’re responding to challenges can highlight areas that need adjustment.

Final thoughts

Supporting a struggling employee rarely comes down to a single conversation or action. It’s an ongoing process shaped by trust, consistency, and thoughtful decisions.

Paying attention to early changes, having open conversations, and making practical adjustments around workload or team dynamics all contribute to a more stable environment. Connecting employees with resources such as an employee assistance program or medical support also adds another layer of care.

Alongside this, investing in psychosocial risk management and maintaining a balanced leadership style strengthens the workplace as a whole. When situations feel complex or uncertain, speaking with a qualified therapist can provide guidance for both employees and leaders navigating these challenges.