Supporting colleagues through mental health first aid

The phrase “mental health first aid” can sound a bit too technical and complex. The words “first aid” may suggest formal procedures, crisis training, or the pressure to know exactly what to do. But in practice, it often simply means offering initial support when a colleague appears to be struggling with their mental health.

That support might involve checking in privately, listening, or helping someone find professional care. It doesn’t require you to diagnose a condition, provide therapy, or solve the problem yourself. The aim is to show up with genuine care and help the person take an appropriate next step.

What that actually looks like may depend on your role in your workplace. HR professionals, managers, and team members each have different responsibilities, from creating clear support pathways to having a thoughtful one-to-one conversation.

Guidance for HR leaders

If you work in HR, you have an important role in ensuring employees can access mental health support without unnecessary barriers. This involves developing clear policies, coordinating training, and creating reliable pathways to professional care.

Your responsibilities also extend to the working conditions that may contribute to psychological distress. Employees need both individual support when difficulties arise and an environment where their psychological health is taken seriously.

1. Set up clear procedures for seeking mental health support

Employees should know whom they can approach when they're concerned about their mental health or a colleague's wellbeing.

You can establish straightforward procedures explaining how to request assistance, report concerns, and respond to situations requiring urgent intervention. These should clarify confidentiality arrangements, the responsibilities of different workplace contacts, and the circumstances in which information may need to be shared.

For example, a manager may need to know that an employee requires temporary workload adjustments without needing access to their diagnosis or treatment history.

It's also important to provide alternative reporting channels. If an employee's concerns involve their manager, they should be able to approach HR or another designated contact without having to raise the issue with that manager first.

Clear procedures give employees a better understanding of their options and help ensure sensitive information is handled appropriately.

2. Provide practical mental health first aid training

Employees may recognise that a colleague is struggling but feel uncertain about how to approach them. Training can help them develop the knowledge and skills needed to offer initial support.

You can coordinate mental health first aid training for managers, designated first aiders, and interested employees. Some of the things this training can cover are recognising wellbeing challenges, initiating conversations, respecting confidentiality, and responding to a crisis.

Realistic workplace scenarios are particularly useful. For instance, employees might practise responding when a colleague becomes distressed during a meeting or shares concerns about their workload.

Training should also explain the limits of the first aider's role and when professional assistance is appropriate.

3. Make professional support easy to access

Even when employees know professional counselling is available, uncertainty about confidentiality or how to arrange an appointment may discourage them from seeking assistance.

You can address these concerns by explaining how your organisation's employee assistance program (EAP) works, what services are available, and how employees can access them. Ideally, information should be included in onboarding materials and regular workplace communications so employees know where to turn before difficulties become more serious.

4. Address workplace factors contributing to distress

Individual support is only one part of your responsibility. Workplace conditions also require attention, particularly when employees repeatedly report excessive workloads, bullying, inadequate support, or unclear roles and expectations.

If several employees report feeling overwhelmed by unrealistic deadlines, providing access to counselling should be accompanied by a review of workloads, staffing, and expectations.

Under Australia's model work health and safety framework, businesses must eliminate psychosocial risks so far as is reasonably practicable or minimise them where elimination isn't reasonably practicable. Working with managers, employees, and health and safety representatives can help you identify hazards, implement appropriate controls, and review their effectiveness.

Guidance for team managers

As a manager, you're often well placed to notice changes in an employee's behaviour, attendance, or performance. However, recognising that someone may be struggling doesn't necessarily mean you'll know what's happening in their personal life.

Your responsibility is to approach the situation sensitively, understand any workplace concerns, and explore appropriate assistance. You aren't expected to diagnose mental health conditions or provide counselling.

1. Recognise changes and check in when needed

An employee may become less engaged in meetings, have difficulty concentrating, or seem unusually frustrated. These changes could indicate distress, although they might also reflect physical illness, personal circumstances, or temporary work pressures.

If you're concerned, arrange a private conversation and explain what you've noticed without suggesting a diagnosis.

For example, you could say: "I've noticed you've seemed a little overwhelmed recently, and I wanted to check how things are going. Is there anything at work I could help with?"

This gives the employee an opportunity to share their experience without feeling pressured to disclose personal information. If they prefer not to discuss their circumstances, respect their decision while explaining what workplace support is available. Any concerns about performance or safety can still be addressed through appropriate workplace processes.

2. Listen carefully before offering solutions

When an employee shares a concern, it's natural to want to resolve the situation immediately. However, taking time to understand their experience will help you determine what assistance may be appropriate.

Allow the employee to explain their concerns without interruption, acknowledge what they've shared, and ask questions when you need clarification. Importantly, avoid comparing their difficulties with someone else's experiences or suggesting they simply need to manage stress more effectively.

If an employee is anxious about competing deadlines, for example, reviewing their workload may be more useful than offering general advice about relaxation.

Once you understand their concerns, you can work together to identify a suitable next step.

3. Explore practical workplace adjustments

Depending on the employee's circumstances, changes to their working arrangements may help them manage their responsibilities. You might discuss adjusting deadlines, reviewing competing priorities, offering flexible working arrangements, or providing additional guidance on particular tasks.

These changes should be considered collaboratively and reviewed as needed, and your HR team may provide guidance where formal arrangements, workplace obligations, or ongoing accommodations need to be considered.

It's also worth examining whether other employees are experiencing similar pressures. When several team members are struggling with workloads or unclear expectations, reviewing team processes may be necessary. Addressing these broader concerns can reduce the likelihood of the same difficulties continuing.

4. Encourage professional support and follow up respectfully

Some employees may need assistance beyond what you can provide as their manager. For situations like this, it’s helpful to explain or remind how to access the organisation's EAP, provide information about counselling services, or suggest consulting a GP or psychologist.

Avoid pressuring employees to pursue a particular treatment or asking unnecessary questions about their medical circumstances. Your focus should remain on their workplace needs and any relevant safety concerns.

For particularly sensitive situations, you may also need guidance yourself. On top of counselling services, EAP providers often offer wellbeing resources and training to both staff and managers. 

Guidance for team members 

Team members often notice changes in one another through everyday interactions. You might realise that a colleague has become less communicative, seems distressed after meetings, or has mentioned difficulties coping with personal circumstances.

Although you may not have the authority to change someone's working arrangements, you can offer understanding, reasonable practical assistance, and encouragement to seek professional support.

1. Check in without making assumptions

If you're concerned about a colleague, find an appropriate moment to speak privately. A simple question about how they're managing may give them an opportunity to share what's happening. 

Try not to speculate about their mental health or interpret changes in behaviour as evidence of a particular condition. A casual check-in question is often more than enough.

Your colleague may also appreciate the conversation or prefer to keep their circumstances private. Respect their response, and allow them to decide how much they're comfortable sharing.

If they choose to talk, give them your attention and let the conversation proceed at their pace.

2. Offer understanding rather than unsolicited advice

When someone describes a difficult experience, you might be tempted to suggest strategies that have worked for you. However, mental health difficulties affect people differently, and advice that seems helpful may not suit your colleague's circumstances.

Avoid minimising their concerns, recommending treatments, or suggesting they should simply think more positively. Instead, acknowledge what they've shared and ask if there's anything practical you can do.

For example, a colleague who's overwhelmed by a project may appreciate help clarifying instructions or preparing to discuss their workload with their manager.

Practical assistance should remain reasonable, especially if taking on additional responsibilities would create pressure for you or other team members. If your colleague continues to experience difficulties, you can gently encourage them to explore professional support without pressuring them to make a particular decision.

3. Respect their privacy and personal boundaries

If a colleague trusts you with personal information, avoid discussing it with other team members or sharing details through workplace messaging channels. They should generally be able to decide whom they tell about their circumstances and how much information they disclose, subject to serious safety concerns and applicable obligations.

You also need to recognise your own boundaries. Offering support doesn't require you to become someone's counsellor or remain constantly available outside work.

If you're unsure how to handle a situation, consider seeking guidance from an appropriate workplace contact while sharing only the information necessary.

Encouraging your colleague to speak with a qualified professional can provide access to more specialised care while allowing you to maintain a supportive relationship.

4. Continue offering everyday support

Your colleague's difficulties may continue after the initial conversation, and their needs may change over time. They might appreciate an occasional check-in, practical assistance, or simply being included in normal team activities.

Follow their preferences rather than repeatedly asking about their mental health. If they've taken leave, avoid requesting explanations for their absence or making assumptions about their recovery when they return.

Continuing to treat them with respect and recognising their contributions can help preserve their dignity while they manage their circumstances.

What to do if a colleague experiences a mental health crisis?

Most workplace mental health conversations won't involve an immediate crisis. However, knowing how to respond is particularly important if someone expresses suicidal thoughts, threatens serious harm, or appears to be in immediate danger.

If you're concerned that a colleague may be considering suicide, Lifeline Australia recommends asking them directly, listening without judgement, and arranging appropriate assistance.

If they confirm they're suicidal, Lifeline advises staying with them or arranging for another reliable person to remain with them while support is organised. If there's an immediate threat to life, call Triple Zero (000).

Follow your workplace's emergency procedures and involve appropriate personnel where necessary. Don't promise absolute confidentiality when someone's safety may be at serious risk.

Final thoughts

Supporting a colleague through mental health difficulties can feel unfamiliar, particularly when you're unsure what they're experiencing or how to respond.

You don't need to find the perfect words or resolve everything in one conversation. Listening carefully, respecting someone's privacy, and understanding their immediate concerns can help you identify an appropriate next step.

If you're in HR, you can establish the policies, training, and resources that support employees across the organisation. As a manager, you can address workplace concerns and explore practical adjustments, while team members can offer understanding and reasonable day-to-day assistance.

When someone needs more specialised care, encouraging them to speak with a qualified psychologist or counsellor can provide a pathway to confidential, individualised support.