Mental health in the workplace is no longer a “nice to have” conversation — it is a business-critical priority.
In a recent HR Bites webinar, I explored the role of Mental Health First Aid at Work within a broader workplace mental health strategy, and the practical steps employers can take to manage psychological risk, meet compliance obligations, and build healthier workplace cultures.
Here is a practical recap for employers and HR leaders.
Why Workplace Mental Health Matters
Workplace mental health is not just a personal issue — it directly impacts organisational performance, legal compliance, and culture.
The data is clear:
- 43% of Australian adults have experienced a mental health illness in their lifetime.
- 1 in 5 Australians experienced a mental disorder in the past 12 months.
- Over half of serious mental stress workers’ compensation claims relate to:
- Work-related harassment or bullying
- Work pressure
- Workplace violence
- Psychological injury claims are typically longer and more costly than physical injury claims.
With evolving obligations under Work Health & Safety (WHS) laws, psychosocial hazard regulations, and the Fair Work Act, employers must take proactive steps to prevent harm — not simply respond to complaints.
What Is Mental Health First Aid at Work?
Mental Health First Aid (MHFA) provides initial support to someone experiencing a mental health problem or crisis until professional help becomes available or the situation stabilises.
Importantly, Mental Health First Aiders are not therapists or clinicians. Their role is to:
- Recognise early warning signs
- Listen without judgement
- Provide initial support
- Encourage professional help
- Reduce stigma in the workplace
Mental Health First Aid training is valuable — but it must sit within a structured and compliant workplace mental health strategy to be truly effective.
Prevention First: A Strategic Approach to Workplace Mental Health
A strong workplace mental health strategy focuses on prevention before crisis response.
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Identify and Manage Psychosocial Hazards
Under WHS legislation, employers have a duty to identify and manage psychosocial hazards. These may include:
- Excessive workloads
- Poor role clarity
- Conflicting demands
- Workplace conflict
- Bullying or harassment
Early identification through proper risk assessment significantly reduces long-term psychological injury risk.
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Prioritise Early Intervention
Warning signs may include:
- Increased absenteeism
- Withdrawal from colleagues
- Reduced engagement
- Noticeable behavioural changes
Supportive, early check-ins can prevent escalation and demonstrate genuine leadership care.
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Ensure Compliance with Legal Obligations
Employers must meet obligations under:
- Work Health & Safety legislation
- Psychosocial hazard codes of practice
- The Fair Work Act
- Anti-discrimination and sexual harassment laws
Failure to manage psychosocial risk can expose organisations to significant financial and reputational risk.
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Build Psychological Safety
Psychological safety allows employees to raise concerns without fear of retaliation.
Stigma remains one of the biggest barriers to early intervention. Leaders play a critical role in modelling openness, clarity and respectful communication.
What Leaders Often Overlook
Many psychological injury claims stem from workplace systems — not individual weakness.
Common risk factors include:
- Unrealistic workloads and constant urgency
- Unclear reporting lines
- Poor communication
- Inconsistent management practices
- Lack of capability in managing conflict
Clear expectations, strong leadership capability and consistent management practices are protective factors against mental harm.
When employees understand their role, reporting structure and performance expectations, stress and workplace conflict reduce significantly.
The Mental Health First Aid Framework (ALGEE Model)
The MHFA approach is built around five key steps:
A – Approach, Assess and Assist
Begin with care and concern. A genuine check-in can open the door to meaningful support.
L – Listen Non-Judgementally
Provide full attention without interrupting or immediately offering solutions.
G – Give Support and Information
Offer practical assistance and reliable resources while remaining within your role.
E – Encourage Professional Help
Support access to services such as:
- Employee Assistance Programs (EAP)
- GP mental health plans
- External counselling services
E – Encourage Self-Help Strategies
Promote healthy coping strategies and wellbeing practices.
This structured approach gives leaders confidence in navigating difficult conversations without overstepping professional boundaries.
What Good Practice Looks Like
Organisations that effectively manage workplace mental health typically demonstrate:
- Regular, structured wellbeing check-ins
- Manager training in difficult conversations
- Clear psychosocial hazard policies
- Strong anti-bullying and harassment frameworks
- Visible mental health resources
- Leadership modelling openness and accountability
Mental Health First Aid training is powerful — but it must be embedded within a broader, evaluated workplace mental health framework.
Practical Next Steps for Employers
If this discussion has prompted reflection, consider:
- Reviewing your current workplace mental health strategy
- Conducting a psychosocial hazard risk assessment
- Training selected employees in Mental Health First Aid
- Auditing policies for WHS and Fair Work compliance
- Normalising mental health conversations across leadership teams
Small proactive steps today can prevent significant organisational risk tomorrow.
How Harrisons Can Support
At Harrisons, we support organisations with:
- Mental Health First Aid training
- Psychosocial hazards training
- Workplace mental health strategy development
- Sexual harassment prevention planning
- Leadership capability development
Building a mentally healthy workplace requires more than good intentions — it requires structure, leadership capability and proactive risk management.
If you would like to strengthen your approach to workplace mental health, reach out to us at Harrisons. Our team is ready to assist you in developing practical, compliant and people-focused solutions tailored to your organisation.
Claire Harrison is the Founder and Managing Director of Harrisons, a flourishing HR consulting business that sprouted in 2009 from Claire’s passionate belief that inspiring leaders and superstar employees are the key success factor to any business. With over 20 years’ experience, Claire has worked as a HR Director of multi-national organisations, as a Non-Executive Board Director, and a small business owner. Claire’s corporate career includes working with companies such as BHP, Westpac, Fonterra and Mayne Nickless.
