Less than half of employees feel comfortable discussing mental health challenges with their supervisors or HR teams, according to a new whitepaper from Lincoln Financial and the Integrated Benefits Institute (IBI), highlighting a persistent gap between managerial support and psychological safety in the workplace.
The report found that while supervisors of 75% of employees are consistently available and responsive, only 41% of employees feel comfortable raising mental health concerns with either their manager or HR. A further 28% said they feel uncomfortable or uncertain about having such conversations.
The findings suggest that accessibility alone is not enough to encourage employees to seek support, particularly when personal wellbeing issues are involved.
Trust remains a critical workplace challenge
According to the whitepaper, trust is the single most important factor influencing whether employees disclose mental health struggles and make use of available wellbeing benefits.
Researchers noted that strong professional relationships with managers do not automatically create psychological safety.
Key findings from the report include:
- 75% of employees report having supervisors who are consistently available and responsive
- Only 41% feel comfortable discussing mental health concerns with supervisors or HR
- 28% feel uncomfortable or uncertain about discussing mental health at work
- Women and younger employees report lower overall mental health and lower comfort levels in discussing these challenges
The report stated that employees may trust their managers professionally while still hesitating to discuss personal difficulties, creating a disconnect between managerial support and employee wellbeing outcomes.
Mental health concerns continue to affect workforce wellbeing
The findings come amid ongoing concerns around employee mental health and workplace stress.
According to the whitepaper, women and younger workers face particular challenges. These groups not only reported lower mental health outcomes but also expressed greater reluctance to discuss their concerns with organisational leaders.
Joanne Rosa, Vice President, National Accounts and Consulting Practice at Lincoln Financial, said the findings indicate employers still have significant work ahead to improve access to support and create environments where employees feel comfortable seeking help.
She noted that organisations need to make support systems more visible, personalised and accessible during critical moments in an employee's wellbeing journey.
Employers urged to move beyond benefits alone
The report emphasised that offering mental health benefits is only part of the solution. Organisations must also address cultural barriers that discourage employees from using available resources.
Researchers recommended a range of measures to strengthen trust and improve employee experiences, including:
- Monitoring trends in mental health-related absences
- Conducting regular employee surveys to assess levels of support and wellbeing
- Normalising mental health discussions across the organisation
- Investing in mental health programmes tailored to different workforce groups
- Reducing access barriers for hourly and lower-income employees
- Expanding access to healthcare providers and support services
- Providing year-round benefits education
- Improving communication around available wellbeing resources
- Ensuring remote workers have equal access to mental health support
- Clearly communicating leave, accommodation and workplace support policies
- Expanding access to voluntary benefits programmes
- Training managers to recognise mental health concerns and connect employees with appropriate resources
- Embedding flexibility into absence and workplace policies to reduce disengagement and turnover
The whitepaper also highlighted the need for ongoing manager training, clearer mental health policies and open workplace conversations to build trust over time.
Focus shifts to psychological safety
As organisations continue investing in employee wellbeing programmes, the report suggests the next challenge lies in creating environments where employees feel safe enough to use them.
The findings indicate that effective mental health support depends not only on benefit availability but also on workplace culture, leadership behaviours and employee trust. For employers seeking to improve wellbeing outcomes, building psychological safety may become as important as expanding benefits offerings.