Mental Health Awareness Week 2026: Time for Action in the Workplace
- kate@thehrhero.co.uk
- 18 hours ago
- 10 min read
11–17 May 2026
Mental Health Awareness Week 2026 offers an important moment for organisations to move beyond conversation and take meaningful action. With growing recognition of the impact of workplace culture on mental wellbeing, this year is an opportunity to reflect, reset, and introduce practical changes that truly support employees.
In this two-part blog series, we explore both insight and action. Part one features a guest contribution from our Trusted Partner Wendy of Garret Learning, a mental health and wellbeing specialist, who shares her expertise along with practical ideas you can implement in your workplace during Mental Health Awareness Week. Her perspective brings both depth and realism to what effective support can look like day to day.
Part two turns the focus to one of the most pressing challenges facing organisations today: workplace stress. We’ll explore how it shows up, why it matters, and what organisations can do to manage staff who are signed off work with stress, and how to reduce the impact of workplace stress, to create healthier, more sustainable working environments.
Together, these two perspectives aim to help you turn awareness into action, and ensure that support for mental health becomes embedded, and not reactive.
PART ONE: Guest Blog
Wendy Garrett, Garrett Learning
Before we know it, it will be Mental Health Awareness Week. 11th to 17th May 2026. This year’s theme is ‘Time for Action’.
It’s those small actions with good intentions that will have a meaningful and lasting effect.
I’d like to share some ideas of what you and your organisation could do to take ‘Time for Action’, with the focus of looking after yourself, someone else and all of us: On a personal and professional level.
For yourself:
The airplane analogy of ‘put your own mask on first’ exists because it rings true for so many. It is so important to look after ourselves before we can safely look after others.
Please take a moment to pause and think about the following questions:
• How do you look after yourself?
• What is missing from your life right now?
• Is there something you can introduce into your life/routine to aid your health and wellbeing?
Self-care looks different for everyone and what we need changes over time. It doesn’t have to be a big and extravagant action; it could be something small and significant. For example:
• A 10-minute walk
• Drinking your cuppa outside for 5 minutes and listening to the birds
• Eating lunch away from your normal place as a change of scenery, can be good for us
• Working on a jigsaw
• Take some deep breaths
• Moving our body in some way
• Talking to someone you trust
• Watching something you’ve been meaning to watch on TV
• Listen to a meditation (I recommend the free app: Insight Timer)
• Taking a moment to read before bed instead of scrolling on our phone (guilty of this!)
• or simply don’t do anything.
For me, the return of the Formula One season is a perfect example of intentional rest - a slower Sunday, a home-cooked roast, and time to switch off.
What is one thing you can do for yourself this week?
For someone else:
Small actions can have a ripple effect.
Such as taking a moment to check in with a colleague, sending a quick message to a friend and a recent idea I came across in the book ‘Make It Happen’, was to smile at people as you pass them and notice what happens. Often, you’ll receive a smile back and even if you don’t, that small act still matters.
These are all simple but meaningful ways to support others.
I’m also a big advocate of Action for Happiness (https://actionforhappiness.org/) who share monthly calendars full of simple daily actions. These encourage us to be more mindful, connected and intentional, whether that’s for ourselves or others.
In workplaces, taking ‘Time for Action’ is about creating a culture where people feel comfortable checking in, speaking up and supporting each other without repercussions. However, for this to happen consistently, employees, especially our People Managers need the confidence and skills to have those conversations.
For all of us:
When we think about workplace wellbeing, action goes beyond awareness days. It’s about creating environments where people feel safe, supported and able to thrive.
One of the most effective ways to start, is by bringing people together.
In a previous organisation, I helped form a small wellbeing group made up of people from different departments and backgrounds. We also invited a senior leader to join, which helped us connect ideas with decision-making.
That group didn’t have all the answers—but it didn’t need to.
Together, we:
• Launched employee wellbeing surveys, to understand real needs
• Created a clear plan (and secured a budget), for wellbeing initiatives
• Introduced Mental Health First Aider training and ongoing support
• Raised awareness through internal communications and shared stories
• Promoted support services like EAPs and workplace benefits
• Identified skills gaps and supported internal development
• Delivered training on unconscious bias, diversity and inclusion
• Redesigned 1:1 meetings to be more human, open and impactful
What made the difference wasn’t just the initiatives, it was the quality of conversations happening across the organisation.
From awareness to action: What’s next?
Many organisations already care deeply about employee wellbeing. The opportunity now is to take that one step further by focusing on:
1. Equipping our People Managers
Managers are at the heart of employee experience, however, many haven’t been trained to handle sensitive or wellbeing-related conversations.
Through management training and coaching, our People Managers can:
• Build confidence in having meaningful conversations
• Recognise early signs that someone may be struggling
• Create psychologically safe team environments
• Balance empathy with performance
2. Embedding wellbeing into everyday culture
Structured Mental Health training programmes from Awareness, to implementing MHFAiders or training, to equip our People Managers with an understanding and impact of poor mental health in the workplace, will help move organisations from being reactive to support, and proactive. Supporting our people at work improves productivity, efficiency and helps to retain our people.
3. Supporting your wellbeing champions
Wellbeing ambassadors and Mental Health First Aiders play a vital role in supporting your team, however they also need ongoing support.
Regular check-in sessions provide:
• A safe space to share experiences and challenges
• Continued learning and development
• Peer support and fresh ideas
• Sustained momentum beyond awareness weeks
At Garrett Learning, we offer this monthly ongoing support as a complimentary service.
Taking ‘Time for Action’ doesn’t mean doing everything at once. It means:
• Understanding what’s needed
• Starting meaningful conversations
• Taking small, intentional steps that builds over time
Whether that’s supporting your people managers, strengthening your wellbeing strategy or creating space for your wellbeing champions to connect, every action contributes to a healthier, more resilient workplace.
At Garrett Learning, we support organisations to turn wellbeing intentions into meaningful action through:
• People management training and 1:1 coaching
• Workplace mental health and wellbeing programmes, including Mental Health First Aid training
• Monthly Workplace Wellbeing Champion check-in sessions
• Bespoke training tailored to your organisation
If you’d like to explore what this could look like for your organisation, you can book an informal chat or reach out directly. Book in a chat at https://scheduler.zoom.us/garrettlearning/1-1-cuppa-and-chat. Alternatively, you can email us at wendy@garrettlearning.co.uk.
If you’re a MHFAider, wellbeing ambassador, in HR or a People Manager, you’re welcome to join the complimentary monthly online support service with Garrett Learning - find out more here: https://www.garrettlearning.co.uk/services/workplace-well-being-champion/
To learn more about this year’s theme, visit the Mental Health Foundation: https://www.mentalhealth.org.uk/our-work/public-engagement/mental-health-awareness-week
Further reading: Wendy has previously written a detailed practical guide for The HR Hero on how to support your team with mental health and wellbeing at work, covering how to spot the signs, start the conversation, listen effectively and signpost people to the right support. You can read it here: Boosting Employee Mental Health: Practical Strategies for a Healthy Workplace.
PART TWO: Understanding Stress and Mental Health in the Workplace
Kate Bennett, The HR Hero
Mental health and stress are closely linked, but they are not the same thing. Employees feel stress when they can’t cope with pressures and other issues. A huge challenge is that stress does not apply equally to everyone. What stresses one person might not affect another. Different levels of skills and experience, age and personal characteristics all affect people’s ability to cope in particular situations. Pressure can be a good thing, it can motivate people, however when pressure gets too much it can manifest into stress.
Stress is not a mental health condition, however the HSE is clear that it can have a serious impact on wellbeing and that employers have a legal duty to take it seriously.
The HSE defines stress as:
‘the adverse reaction people have to excessive pressures or other types of demand placed on them.’
All employers have a statutory duty to protect their staff. This includes taking reasonable steps to ensure your people have a safe place of work, can take appropriate breaks, are not under excessive pressure, and are not subjected to discrimination or harassment. Employers must also assess the risks of work-related stress in their workplace and act on what they find.
Signs of Stress to Look Out For
In individuals:
• Taking more time off work or arriving late
• Appearing more nervous, twitchy or withdrawn
• Mood swings, increased emotional reactions or becoming more tearful or aggressive
• Loss of motivation, commitment or confidence
In teams:
• Arguments and conflict
• Higher staff turnover
• Increased sickness absence
• Decreased performance
• More complaints and grievances
Acting early reduces the impact and makes it much easier to address the root cause before it escalates. If there is something wrong at work that has caused the problem, managers should take action. Early recognition can prevent stress from developing into more serious mental health conditions such as anxiety or depression.
If you have an employee signed off work with stress, and you unsure what to do, read our blog ‘My employee is signed off with stress – what do I do?’. It gives you information about understanding your employee’s condition, communicating openly, and taking proactive steps to reduce workplace stress.
Mental health in the workplace is one of the most pressing topics for employers right now. Here is what you need to know from a legal and practical HR perspective.
Is Mental Health a Valid Reason to Miss Work?
Yes. Mental health is a valid reason for an employee to miss work, just as physical illness is. Conditions such as anxiety, depression, stress and burnout can be just as debilitating as any physical ailment, and employees should be treated with the same understanding and support.
In the UK, mental health issues are recognised as valid reasons for absence under employment law. An employee can obtain a Statement of Fitness for Work (a fit note from their GP) to support their need for time off. Research by Mental Health UK found that approximately 15% of UK workers have an existing mental health condition, making it the fifth most common reason for sickness absence.
As an employer, approach this with compassion and avoid making assumptions or stigmatising mental health.
How to Support Employees with Mental Health Concerns
Supporting employees starts with creating a safe and supportive environment. Practical steps include:
• Open communication: create a space where employees feel comfortable discussing mental health, with empathy and confidentiality.
• Flexible working: support work-life balance, where possible allow flexible hours, or remote working to reduce stress.
• Provide resources: make sure employees know about available support, including Employee Assistance Programmes (EAPs), counselling services or mental health resources.
• Reasonable adjustments: consider adjusting workload, hours, tasks or working patterns for employees who are struggling.
• Encourage a positive culture: foster an environment where mental health is discussed openly and employees can seek help without fear.
The Consequences of Not Acting
Not supporting employees with mental health concerns has real consequences:
• Increased costs: poor mental wellbeing, costs UK employers an estimated £43.5 billion annually through presenteeism, absence and staff turnover.
• Decreased productivity: mental health issues affect concentration, decision-making and performance. Deloitte research shows a return of around £5 for every £1 invested in workplace mental health support.
• Lower morale and higher turnover: employees who feel unsupported become disengaged, which increase staff turnover.
• Legal exposure: failure to make reasonable adjustments or discrimination against an employee with a mental health disability can result in legal claims and reputational damage.
For further information, read our blogs:
What a Mentally Healthy Workplace Looks Like
A mentally healthy workplace is one where employees feel safe, supported and valued, and where mental health is treated as a genuine priority. Key components include:
• Promoting open discussions: regular check-ins, open-door policies and visible mental health resources, reduce stigma and help employees feel supported.
• Work-life balance: encourage employees to take breaks, use annual leave and disconnect outside working hours.
• Training and education: provide training for managers and staff on mental health awareness, warning signs and how to offer support effectively.
• Preventive measures: realistic workloads, reasonable expectations and professional development opportunities all reduce stress before it becomes a problem.
Creating a mentally healthy workplace is an ongoing process. By taking proactive steps and fostering a culture of openness, you give your people the best chance to manage their mental health while continuing to contribute to your organisation.
How The HR Hero Can Help
Supporting employees with mental health issues is not just the right thing to do. It is a crucial part of building a resilient, successful organisation.
We have a range of HR Toolkits to support you to manage mental health and wellbeing at work, including:
· Supporting Wellbeing in the Workplace
· Managing Staff Absence and Sickness
· Creating a Neuroinclusive Workplace
· Managing Conflict at Work
· Menopause in the Workplace
Find out more about our HR Toolkits at https://www.thehrhero.co.uk/resources
If you have a specific employee issue and are worried about how to handle it or where to begin, or need guidance on your policies, procedures or approach, The HR Hero is here to help. Get in touch with us today at https://www.thehrhero.co.uk/get-in-touch.
Lastly, thank you to our Trusted Partner Wendy of Garret Learning for sharing her insight and practical guidance in this first part of the blog. Her expertise highlights how small, thoughtful actions can make a meaningful difference in supporting mental health at work.
Note: This blog post is general guidance and is not legal advice. For advice on a specific situation, contact Kate at The HR Hero.
