A manager’s job is not to diagnose a mental-health condition. It is to create a safe opportunity for an employee to talk, understand what is affecting work, discuss practical support and know when specialist input may be needed.
HSE encourages open conversations and effective people management as part of supporting mental health at work.
Start with what you have noticed
Use neutral observations rather than assumptions. For example: “I’ve noticed you seem under a lot of pressure and your workload has been difficult recently — how are things?”
Avoid opening with a diagnosis or telling the employee what you think is wrong.
Listen before solving
Managers often move quickly to solutions. Start by understanding what the employee wants you to know. Ask open questions, allow pauses and summarise what you have heard.
Do not promise complete confidentiality if information may need to be shared for safety or to arrange support. Explain who may need to know and why.
Keep the conversation connected to work
An employee may choose to share personal information, but the manager does not need every detail. Focus on work impact, support, adjustments, priorities, time away and next steps.
A useful question is: “What would make work more manageable at the moment?”
Consider adjustments and support
Possible steps may include temporary workload changes, clearer priorities, flexible arrangements, time for appointments, changes to communication or an occupational-health referral.
Where a mental-health condition meets the legal definition of disability, reasonable-adjustment duties may apply.
Agree what happens next
End the conversation with clarity. What has been agreed? Who will do what? When will you check in again? Is any information being shared with HR or another manager?
Follow-up matters because wellbeing conversations lose credibility if nothing happens afterwards.
Know when to escalate
Managers should understand internal routes for urgent concerns, safeguarding, medical emergencies and occupational-health or EAP support where available.
If there is an immediate risk to someone’s safety, follow emergency procedures rather than trying to manage the situation alone.
The Guardian Forge view
A good wellbeing conversation is usually a good management conversation: observant, respectful, practical and followed through.
Guardian Forge’s MINDFUL EMPLOYER Charter commitment sits comfortably with that approach — positive mental health at work should be reflected in everyday management, not only wellbeing campaigns.
Official sources & further reading
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