Building mentally healthy workplaces

The past several years have reshaped how employees experience work, with really only one constant: change. From the uncertainty of COVID-19 to shifting expectations around remote vs. in-person work, and the potential for economic and political uncertainties, change has woven its way into the fabric of our daily lives.

Against that backdrop, organizations are being called to think differently about mental health, and specifically what it means “to belong” in this new era of the workplace. Employees’ opinions on whether they belong are rarely about policies. They are more about feeling heard, respected, and safe to bring their authentic selves to the workplace. For HR leaders, that insight offers an important shift. Mental health at work is not just about what you offer. It is about how work feels.

Start with conversations, listen before you act

Many organizations invest in tools before building trust. That is often where momentum stalls.

Make sure to create spaces for open dialogue, encourage active listening, and set clear expectations that different perspectives are respected. Regularly gathering feedback, tracking belonging and engagement, and acting on what is heard allows organizations to evolve in step with employee needs. The most important metric is not participation. It is perception. Do employees feel supported?

In practice, this can be simple. A manager asking: “How are you really doing?” and then listening without rushing to respond can have more impact than a standalone program. This is where pearls of wisdom about barriers, challenges, and creative solutions can also come to light. Model the way at meetings to encourage all voices to be heard and make a point to reinforce that different perspectives are valued. These moments create the foundation for psychological safety.

Make mental health part of everyday work

Organizations could see stronger results when mental health becomes part of the everyday rhythm of work, not something reserved for a specific week or initiative. Support systems are most effective when they extend beyond just human resources. Employee-led structures can play an important role here – many employees will speak to a colleague before accessing formal services. Recognizing this, organizations are increasingly building peer-based models that make support more approachable.

At Lilly Canada, for example, our Mental Health Employee Resource Group aims to help reduce the stigma around talking about mental health in the workplace, to foster open conversations about feelings, like through championing the Canadian Mental Health Association’s “Not Myself Today” program, and to connect employees with peer support in the form of trained Mental Health Ambassadors. These ambassadors are trained to recognize signs of struggle, start conversations, and guide others to resources. They are not expected to be experts. They are trusted peers. And often, that first connection is what encourages someone to seek help.

Design benefits that reflect real life. Align flexibility with day-to-day realities

Even in strong cultures, practical support matters. Leading organizations are moving toward more flexible benefits models that give employees choice and reduce barriers to care. At Lilly Canada, for example, this includes enhanced mental health coverage, increased access to counselling, and digital tools employees can use on their own time. We position mental health as a core part of total wellbeing, supported through flexible benefits and expanded access to counselling and wellness services.

There is also growing recognition that financial well-being plays a role in mental health. Offering financial wellness resources and support can help reduce stress and build resilience, particularly in periods of economic uncertainty.

Additionally, flexible leave programs and simplified access to time off acknowledge that life does not happen outside of work hours. Whether it is caregiving, health needs, or unexpected challenges, employees need room to respond without added pressure. When flexibility is built into how work gets done, support becomes proactive rather than reactive.

Strengthen connection through purpose

Mental wellbeing is also influenced by connection and meaning. Opportunities to engage in community initiatives or volunteer work can strengthen relationships and build a sense of shared purpose. At Lilly Canada, employees contribute significant volunteer hours each year, reinforcing both teamwork and community impact. One initiative that is practiced organization-wide is the “Global Day of Service” where all Lilly employees around the world take the day to give back to their local communities. These experiences go beyond engagement. They help people feel part of something bigger.

Progress over perfection

There is no single blueprint for building a mentally healthy workplace. No organization gets it right the first time. The most important step is to start. That means creating space for honest, sometimes difficult conversations. It means leaders being willing to show vulnerability, building trust by acknowledging that they do not have all the answers. And it means listening, truly listening, to what employees are saying.

Programs can (and should) evolve. Needs will change. Expectations will shift. What matters is staying committed to the journey. Because mental health at work is not defined by a single initiative. It is shaped, over time, by the choices organizations make and how those choices make people feel.

Francois Gilbert is Vice President of Human Resources at Lilly Canada. Sandra James is Senior Manager Health and Safety at Lilly Canada.