Men’s Health Week: why employers need to become partners in men’s mental health
This Men’s Health Week, from 15 to 21 June, has the theme, “Partners in Care: For Better Lifespans Across the Lifespan”.
It is a moment to raise awareness of how men’s health should not be treated as something men must manage alone. Families, communities, healthcare professionals and workplaces all have a role to play in creating the conditions where men feel able to seek help, talk openly and access support earlier.
The need for this approach is clear. The Government’s Men’s Health Strategy for England, updated in December 2025, notes that men in England live, on average, nearly four years fewer than women, spend more than a fifth of their lives in poor health, and have a healthy life expectancy of just 61.5 years. It also reports that men accounted for three out of four people who died by suicide in 2024. Whilst Mental Health UK states that 12.5% of men in England have a mental health disorder.
For employers and HR leaders, this matters because the workplace is often where early signs of stress, anxiety, depression, burnout or behavioural difficulties first become visible. Yet too often, support only begins once a problem has escalated, resulting in the employee attending work while unwell, being signed off from work, or perhaps even at crisis point.
By this stage, the individual may already have been struggling for weeks or months.
Why is this the case?
Some men delay seeking support due to stigma, or a belief that they should be able to cope on their own, or that talking about emotional distress will make them appear less capable.
Many men will use language that minimises what they are experiencing. They may describe themselves as tired, busy, stressed or under pressure, rather than saying they feel anxious, low, overwhelmed or unable to cope. In a working environment, this can make it harder for managers and colleagues to recognise when someone may need support.
It is also important to remember that mental health difficulties do not always present in the same way for everyone. Some men may become withdrawn, quiet or disengaged. Others may appear irritable, impatient or more reactive than usual. Some may continue to perform outwardly, while privately experiencing poor sleep, low mood, excessive worry or a growing sense that they cannot switch off.
Clinically, we often see that distress is present long before it is named. The absence of a conversation does not mean the absence of a problem.
What employers should look out for
Managers are often well placed to notice changes in behaviour, performance or communication. These changes might include increased tiredness, reduced concentration, changes in mood, withdrawal from colleagues, missed deadlines, avoidance of meetings, longer or more frequent breaks, increased absence, or a noticeable decline in confidence.
Some men may also rely on coping behaviours that provide short-term relief but create longer-term risk, including excessive alcohol use, gambling, compulsive phone use, gaming, pornography use or overworking.
The role of the employer is not to make assumptions, but to create opportunities for supportive, nonjudgemental conversations.
The role of managers as partners in care
Line managers play an important role in the day-to-day wellbeing of employees, but many do not feel confident talking about mental health. This is understandable. Mental health conversations can feel sensitive, and managers may worry about saying the wrong thing or becoming involved in something they are not equipped to manage.
This is why training is so important. Managers need to understand the early signs that someone may be struggling, how to approach a conversation sensitively, and how to signpost an employee towards appropriate support. They also need to understand the boundaries of their role.
A manager does not need to assess, diagnose or provide therapy. Their role is to notice patterns, open a supportive conversation and help the employee access the right pathway, in the right way, and at the right time. This might include EAP support, occupational health, fast-track assessment, CBT, counselling or online therapy.
This is where the idea of “partners in care” becomes particularly relevant. Supporting men’s mental health at work should not sit with one person alone. It requires a connected approach between the employee, their manager, HR, occupational health, EAP providers, clinical services and wider organisational culture.
Moving from reaction to early intervention
Too often, support is introduced only after absence, burnout or crisis. While support at that stage is essential, it is not where the workplace response should begin.
If employers can identify changes earlier, they have a better chance of helping people access support before problems become more severe. In clinical terms, earlier assessment and appropriate intervention can help prevent difficulties from becoming more entrenched.
This also reflects the direction of national policy. The Government’s strategy makes clear that improving men’s health cannot be achieved by healthcare services alone, and highlights the role of workplaces and communities in supporting prevention, access and earlier intervention.
For men in particular, clarity can make a significant difference. If someone is already reluctant to ask for help, a complicated or unclear process can become another barrier. Employers should therefore make sure support routes are simple, well communicated and repeated regularly.
Creating a workplace where men can seek support
If senior leaders model healthy behaviours, speak openly about wellbeing and take mental health seriously, it sends an important message.
Employers should also be careful not to assume that one message will reach everyone. Men at different stages of life may face different pressures, from early career uncertainty and financial stress, to parenting responsibilities, relationship difficulties, caring responsibilities, health concerns, bereavement or later-life transitions.
These individuals will also benefit from all different types of support as well, so it’s important again to signpost support properly.
Men’s Health Week is a valuable moment for awareness, but awareness alone is not enough. For employers, the real opportunity is to look at whether men across the organisation can access support early, clearly and without stigma.
By Dr Glenn Mason, Head of Adult Psychological Therapies at Onebright
