The conversation around mental health in the workplace has become increasingly critical in recent years. As organizations strive to create more inclusive and supportive environments, understanding the mental well-being of both managers and employees has never been more important. In this new report, Checkr delves into the realities of mental health in the workplace, revealing insights from both managers and employees to shed light on their experiences and perceptions.

The issue of mental health at work is not new, but it has gained prominence as more individuals openly discuss the challenges they face. Traditionally, mental health was often a taboo topic, shrouded in stigma and misunderstandings. However, as awareness has grown, so too has the recognition that mental well-being is crucial in the workplace. 

Despite this progress, a divide often exists between managers and employees in how mental health is perceived, addressed, and supported. Managers may feel the pressure to maintain productivity and performance, while employees might experience stress, anxiety, and burnout that go unnoticed or unaddressed.

As we approach October, which is National Depression and Mental Health Screening Month, Checkr set out to provide a comprehensive look at the current state of mental health in the workplace, exploring the differing perspectives of managers and employees, and highlighting the areas where improvements are needed. By examining these insights, business owners, hiring managers, and executives can better understand how to bridge the gap, fostering environments that support mental well-being for all members of the workforce.

To reveal the findings, Checkr surveyed 3,000 American workers—an equal number of employees and managers—to learn more about mental health at work.

Let’s get into the key data points. 

To start, we asked respondents to rate their overall mental health in the workplace. A significant 60% of managers reported their mental health as very good or excellent. In contrast, only 46% of employees felt the same way about their mental health. This data indicates that managers may perceive themselves as experiencing better mental health at work compared to their employees, suggesting a potential divide in workplace experiences and stresses between these two groups.

When it comes to satisfaction with their company’s support for mental health, both managers and employees reported positive feedback, though managers expressed slightly higher satisfaction levels. Specifically, 66% of managers said they were satisfied with their company’s mental health support, compared to 58% of employees. While these numbers indicate that a majority of both groups recognize their company’s efforts, the lower satisfaction among employees suggests there is still room for improvement in creating an environment where all feel adequately supported.

Next, when asked if respondents felt that their mental health is cared for and supported at their workplace, we saw a similar pattern to the previous question. Overall, 65% of managers and 56% of employees feel that their mental health is cared for and supported at work. While more than half of the respondents in both groups feel supported, the lower percentage among employees points to a potential need for better communication or implementation of support initiatives. Ensuring that all employees feel genuinely cared for is critical for fostering a healthy work environment.

To wrap up our questions surrounding overall mental health at work, we asked respondents if they felt that workers who have communicated mental health struggles publicly are now viewed as less capable, less valuable and less productive than those who have not voiced mental health concerns or struggles. 

Stigma remains a significant concern, as 40% of managers and 37% of employees agreed with this statement. These figures highlight a substantial proportion of the workforce that perceives a negative bias against those who disclose mental health issues. Such perceptions can discourage open conversations about mental health and prevent individuals from seeking the help they need. Addressing this stigma is essential for creating a workplace culture that supports mental health transparency and inclusivity.

*Data from Checkr proprietary survey of 1,500 managers and 1,500 employees

Next up, let’s take a closer look at work-life balance and its impact on mental health in the workplace. 

A good work-life balance is essential to living a healthy lifestyle both at work and outside of work. To learn more about how work-life balance impacts both managers and employees, we started by asking how often respondents have felt overwhelmed by their workload in the past 12 months. 

Feeling overwhelmed by workload is a common experience among both managers and employees. We found that 66% of managers and 63% of employees sometimes, often, or always felt overwhelmed by their workload in the past year. Additionally, 23% of managers and 25% of employees reported feeling overwhelmed but only rarely. Only a small percentage—12% of managers and 11% of employees—said they have never felt overwhelmed. These findings indicate that overwhelming workloads are a significant concern for the majority of the workforce.

*Data from Checkr proprietary survey of 1,500 managers and 1,500 employees

Next, we asked respondents if they’re scared to talk about burnout because they’ll be looked down upon and face potential job security issues. Stigma around discussing burnout remains a pervasive issue, as 42% of both managers and employees agreed with this statement. 

This shared fear highlights a significant barrier to open communication about mental health in the workplace, suggesting that many individuals may avoid seeking support due to concerns about being judged or facing potential job security issues.

There is also a noticeable difference in perception between managers and employees regarding efforts to encourage work-life balance. While 63% of managers believe they do a great job of promoting work-life balance to prevent burnout, only 54% of employees agree. This gap suggests a need for better communication and implementation of work-life balance initiatives to ensure that all employees feel supported in maintaining a healthy balance between work and personal life.

When asked if respondents would take a pay cut to avoid working more than 40 hours per week and risking burnout and mental health issues, we found that a significant portion of the workforce is willing to prioritize their mental health over higher earnings. Specifically, 48% of managers and 42% of employees agree that they would prefer a pay cut rather than working more than 40 hours a week and risking burnout. This sentiment underscores the growing awareness and importance of mental well-being over monetary gain.

*Data from Checkr proprietary survey of 1,500 managers and 1,500 employees

Mental health is clearly a priority for a majority of respondents, with 55% of managers and 52% of employees also stating that they prioritize their mental health over money. This finding reflects a broader cultural shift where well-being is increasingly seen as more important than financial incentives, especially when faced with the risk of burnout and mental health issues.

The findings from these questions reveal a workplace environment where concerns about workload, burnout, and the stigma of discussing mental health issues are prevalent. While there is recognition of the importance of work-life balance and mental health, there remains a gap between managements’ perceptions and employees’ experiences. Addressing these disparities should be extremely important for business owners and leaders. 

Next, let’s take a look at how benefits can shape mental health and well-being in the workplace. 

Next up, we set out to uncover how mental health resources are communicated within companies, the impact of unlimited paid-time-off (PTO) policies on mental well-being, and the likelihood of employees using mental health support resources if offered. 

We found that communication about mental health benefits remains a significant area of concern, with only 60% of managers and 50% of employees agreeing that managers has clearly communicated the available mental health benefits and coverage. This gap suggests that while some employees feel informed, there is still a need for more transparent and consistent communication from managers regarding mental health resources.

We then asked if respondents thought unlimited PTO has a positive impact on mental health in the workplace, and a majority of respondents said they see the benefits of an unlimited PTO policy on mental health, with 62% of managers and an even higher 66% of employees agreeing that such a policy positively impacts mental health. 

These findings suggest that the flexibility to take time off without restrictions is viewed as a valuable tool for employees to manage stress and invest in their mental well-being.

*Data from Checkr proprietary survey of 1,500 managers and 1,500 employees

Lastly, we asked respondents if they would use a free and confidential mental health support resource if it was a benefit provided by their employer. We found strong interest in utilizing mental health support resources, with 69% of both managers and employees indicating that they would use a free and confidential mental health support resource if it were offered by their employer. This level of agreement demonstrates a clear demand for accessible mental health support options within the workplace.

The findings from these questions highlight the importance of effective communication regarding mental health benefits and the value employees place on flexible policies like unlimited PTO. Furthermore, the strong willingness to use mental health support resources underscores the need for employers to provide and promote accessible mental health services. Addressing these areas can help foster a more supportive work environment that prioritizes the mental well-being of all employees.

Now let’s move on and take a look at feelings about company leaders as it relates to mental health in the workplace. 

Next up, we’ll shed light on employees’ perceptions regarding management’s role in mental health support, the training provided to managers, and the potential barriers to open communication about mental health in the workplace.

When asked if respondents believe managers have been properly trained to communicate with their teams about mental health, only 57% of managers and 45% of employees said they agree. This gap shows that nearly half of the workforce feels there is a lack of sufficient training for managers, which could hinder effective communication about mental health issues within the workplace.

To follow up, we then asked respondents if they believe that managers are responsible for helping employees feel comfortable about discussing mental health at work. Here, a significant majority—70% of managers and 66% of employees—agree that managers and executives have a responsibility to create a comfortable environment for discussing mental health. These findings highlight the critical role that leadership plays in fostering a supportive and open culture around mental health discussions.

We also found that while 60% of managers feel prepared to support mental health issues, only 51% of employees share this confidence. This discrepancy suggests a potential mismatch between managers’ self-assessment of their preparedness and employees’ perceptions of their ability to offer the necessary support, pointing to a need for enhanced training and resources.

Next, when asked if managers are the primary cause of mental health issues at work, a notable 36% of managers and 38% of employees said they agree, showing a significant perception among employees that leadership behaviors and managers styles may contribute to mental health challenges, underlining the importance of leadership training focused on mental health awareness and support.

To wrap up this section, we asked respondents if they avoid communicating mental health struggles with managers for fear of negative repercussions. 

Fear of negative repercussions remains a barrier to open communication about mental health, with 41% of managers and 42% of employees agreeing that employees avoid discussing mental health issues with managers due to concerns about potential negative outcomes. This data suggests that despite growing awareness, stigma and fear of backlash continue to prevent employees from seeking support when needed.

*Data from Checkr proprietary survey of 1,500 managers and 1,500 employees

The findings from these questions highlight the critical role that managers plays in shaping the mental health environment in the workplace. While many believe that leaders are responsible for fostering open discussions about mental health, there is a clear need for better training and preparedness among managers. Addressing these issues and creating a supportive environment where employees feel safe discussing mental health concerns can significantly improve workplace well-being.

Lastly, we’ll take a deep look into how hiring and retention are affected by mental health support in the workplace. 

This all-important section delves into how mental health issues impact employee turnover and the critical need for mental health support in the workplace.

First, we asked respondents if workers leaving their company because of mental health struggles is a major issue. Both managers and employees recognize the impact of mental health struggles on employee retention, with 31% of each group agreeing that workers leaving due to mental health issues is a frequent and significant problem in their workplace. This finding highlights the importance of addressing mental health concerns to prevent turnover and maintain a stable workforce.

We then asked respondents if they have ever left a job due to insufficient mental health support. We found that 37% of managers and 33% of employees said that they have left a job in the past due to a lack of support for their mental health. These data points underscore the need for comprehensive mental health resources and support to retain talent.

To wrap up, we asked if respondents would seriously consider leaving their job if their employer showed a lack of mental health support and nearly half of both managers (49%) and employees (47%) said they would seriously consider making a move if mental health support was lacking. Clearly, the availability and quality of mental health resources are critical factors in job satisfaction and retention. It also emphasizes the importance of creating supportive workplace environments that prioritize mental health.

*Data from Checkr proprietary survey of 1,500 managers and 1,500 employees

These findings reveal that mental health struggles and a lack of support significantly impact employee turnover and job satisfaction. With a notable portion of the workforce willing to leave their jobs due to insufficient mental health resources, companies must prioritize mental health support to maintain employee well-being and reduce turnover. Addressing these issues can lead to a more engaged, satisfied, and productive workforce.

So, what’s next for mental health in the workplace?

The data above reveals significant insights into the current state of mental health support and its impact on employee retention and satisfaction. The findings underscore that both managers and employees see mental health as a crucial factor in the workplace, with many expressing concerns over the adequacy of existing support systems. Respondents shared that insufficient mental health resources can lead to employee turnover and dissatisfaction, highlighting the need for companies to prioritize mental health initiatives.

As we move through the remainder of 2024 and into 2025, the evolution of the workplace will likely continue to place a strong emphasis on mental health and well-being. Companies are increasingly recognizing that providing proper mental health support is not just a benefit but a necessity for fostering a productive, engaged, and loyal workforce. Trends indicate a growing adoption of comprehensive mental health programs, training for managers to address mental health issues effectively, and the integration of flexible work policies that promote work-life balance.

We anticipate that organizations will continue to innovate and expand mental health offerings, such as access to confidential support services, mental health days, and initiatives that encourage open dialogue about mental well-being. As the stigma around mental health discussions gradually diminishes, workplaces will become safer environments for employees to seek help and share their struggles without fear of repercussions.

Ultimately, the future of mental health in the workplace will be shaped by a proactive approach, where mental health is seamlessly integrated into company culture and strategic planning. By doing so, organizations can not only support their employees’ mental health but also drive higher levels of job satisfaction, productivity, and overall organizational success.

For more information on Check’s research or to request graphics or commentary about this study, please contact press@checkr.com. 

All data found within this report is derived from a survey by Checkr conducted online via survey platform Pollfish from August 16-21, 2024. In total, 3,000 employed adult Americans were surveyed — an equal number of managers & non-management level employees. The respondents were found via Pollfish’s age and organizational role filtering features. This survey was conducted over a six-day span, and all respondents were asked to answer all questions as truthfully as possible and to the best of their knowledge and abilities. 

The resources and information provided here are for educational and informational purposes only and do not constitute legal advice. Always consult your own counsel for up-to-date legal advice and guidance related to your practices, needs, and compliance with applicable laws.