Mental Health at Work with teale: Understand It, Act on It

Mental health at work is no longer a peripheral topic reserved for crisis situations. It is part of the day-to-day functioning of organisations: workload, autonomy, management practices, relationships between colleagues, recognition, work-life balance and job security all play a role.

When these factors are protective, they support engagement, cooperation and sustainable performance. When they deteriorate, they can fuel chronic stress, burnout, anxiety or depressive disorders, absenteeism and turnover.

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How should mental health be defined? Which work-related factors can protect it or undermine it? Why should employers take action, and what can they do? Here are the essential principles for building a structured, preventive and measurable workplace mental health policy.

Mental health: what are we talking about?

Defining mental health

Often reduced to illness or mental disorders, mental health covers a much broader reality. According to the World Health Organization, it is:

A state of well-being in which an individual realises their own abilities, can cope with the normal stresses of life, can work productively and is able to make a contribution to their community.

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For a long time, mental health was viewed through a binary model: a person was considered either ill or healthy. The development of psychiatry and clinical psychology made it possible to identify and treat conditions more effectively. Then, from the late twentieth century onwards, research in positive psychology broadened the perspective. The question was no longer only, “what is wrong?”, but also, “what enables a person to thrive?”. Mental health thus came to be understood as a spectrum rather than a boundary.

→ It should now be understood as a dynamic continuum. Everyone is located somewhere on this continuum and may move along it over time, depending on their experiences, resources, living conditions and professional environment.

At work, mental health affects our ability to concentrate, make decisions, regulate our emotions, maintain positive relationships and adapt to change. Conversely, work and the way it is organised can protect mental health or, on the contrary, undermine it.

A realistic workload, supportive management, autonomy, recognition, a sense of purpose and respectful professional relationships are protective factors. Conversely, excessive workload, insufficient resources, conflict, violence, job insecurity and a lack of recognition can contribute to a decline in mental health.

The four states of mental health, from flourishing to clinical disorders

Mental health is not binary. To better understand the different situations employees may experience, we can use the model developed by Corey Keyes, which combines two dimensions: the level of psychological well-being and the possible presence of symptoms or mental health conditions.

This makes it possible to distinguish four broad situations.

Thriving without illness

The person experiences positive emotions, finds meaning in their activities, maintains satisfying relationships and feels able to influence their environment. They have sufficient resources to face difficulties and pursue goals that matter to them.

This state is consistent with the PERMA model developed by Martin Seligman. It describes five pillars of flourishing:

• positive emotions;
• engagement;
• positive relationships;
• meaning;
• accomplishment.

→ Being in a state of flourishing does not mean never experiencing stress or difficulties. It means having the resources to move through them without the person's overall balance being affected over the long term.

Languishing without illness

The person does not necessarily have a defined disorder, but does not feel fully fulfilled. They may lack drive, motivation or a sense of meaning while continuing to meet their obligations. Life carries on and tasks are completed, but without much enthusiasm.

→ This zone is particularly difficult to identify in the workplace. The employee is present and appears to be functioning normally, but may be working on autopilot, becoming progressively less engaged, experiencing increasing fatigue and finding it difficult to wake up feeling rested in the morning. They may lack the energy to talk to colleagues, as well as to spend time with family or friends, and so on.

Thriving with illness

The presence of an anxiety disorder, depressive disorder or another mental health difficulty does not necessarily prevent a person from retaining resources and functioning effectively at work. Treatment, social support, workplace adjustments and the quality of the working environment all play a decisive role.

→ Having a mental health condition does not mean being unable to work or being constantly distressed. A person may learn to understand how they function, use effective strategies, receive support from professionals and work in a protective environment.

Languishing with illness

In this situation, symptoms significantly affect daily and professional life. The person may have difficulty concentrating, making decisions, interacting with others or carrying out their usual tasks. They may continue to function, but only with very significant effort, or may no longer be able to maintain their day-to-day life.

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What factors influence mental health at work?

Although each individual reacts differently to pressure and constraints in their working environment, certain factors are known to have a clear impact on employees' mental health:

• excessive workload and cognitive overload, which cause both mental and physical fatigue and increase the risk of burnout or chronic stress;
• the type of management, which, when inappropriate, for example too little recognition, too directive, excessively focused on performance at the expense of well-being or even toxic, can create a tense social climate, reduce motivation and more;
• the working environment, which can lead to physical problems, reduced concentration and increased stress, for example if the space is too noisy, poorly designed from an ergonomic standpoint or badly lit, if the atmosphere is harmful or negative, or if the resources needed to work properly are not available;
• personal factors, such as medical history, family circumstances, financial situation or the ability to manage stress, which can affect each employee's resilience in the face of work-related constraints.

Common misconceptions about mental health at work

Despite greater awareness of the issue, several misconceptions continue to fuel stigma, hinder prevention and delay help-seeking.

“Mental health only concerns vulnerable people.”

Anyone can go through a difficult period, regardless of their status, personality or apparent strength. People perceived as the strongest may even suffer in silence for a long time before asking for help.

“You just need to make an effort to feel better.”

Mental health conditions are based on real biological, psychological and social mechanisms. Willpower alone cannot make them disappear, just as it cannot cure a physical illness. Presenting mental suffering as a lack of effort can instead increase the person's guilt.

“Seeing a psychologist means you are ill.”

Psychotherapy is not only for people with a diagnosed condition. It can also help someone get through a period of work-related stress, bereavement, transition, conflict, separation or loss of direction. Consulting a professional is a form of prevention and care.

“Positive psychology is simply about thinking positively.”

Positive psychology is a scientific discipline that studies the conditions that enable people to thrive. It neither denies difficulties nor imposes an optimistic attitude in every situation. It focuses on resources, relationships, meaning, engagement and accomplishment.

“An employee support line is enough to solve difficulties.”

Individual solutions are useful, but well-being is systemic. Sleep, physical activity, social relationships, economic circumstances, discrimination and working conditions also influence mental health. An effective policy must therefore combine individual support, collective prevention and action on the organisation of work.

Key events such as Mental Health Information Weeks can help deconstruct these representations, raise awareness among teams and create spaces for dialogue.

Why take action on mental health at work?

Prevention is better than cure, a saying that is particularly relevant when it comes to both physical and mental health.

To respond to employees' strong expectations and align with emerging HR trends, to help the company become healthier and more effective, and to meet its legal obligations, there are many good reasons for employers to pay attention to mental well-being at work.

The human, social and economic stakes

Mental health is not only an individual matter. Its effects can spread to colleagues, managers, teams and the organisation as a whole. Fatigue, irritability, difficulty concentrating, isolation and loss of motivation can gradually affect professional relationships and the quality of work.

These difficulties may be intensified when the working environment continues to generate psychosocial risks at work and the quality of working conditions is not central to the employer's priorities.

The consequences are also visible in sickness absence. According to the Ipsos BVA barometer conducted for Workplace Options in March 2026, 43% of private-sector workers who had taken sick leave in the previous twelve months said that their absence was related, at least in part, to a psychological reason. The study surveyed 2,000 employees, executives and self-employed workers.

Taking action on mental health is therefore an ethical and social issue, but also an organisational and economic one. Beyond absences, an employee in difficulty may remain at work without having all the resources needed to work effectively. This presenteeism, which is less visible in dashboards, can have a lasting impact on the quality of work and collective functioning.

The impact on employee performance and engagement

The effects of protected mental health on work

Employees' psychological well-being plays an important role in performance, engagement and motivation. When their mental health is protected, they are generally better able to concentrate, manage pressure and cope with unexpected events. These conditions support quality work and help limit errors.

Good mental health also helps strengthen commitment to the organisation. When employees feel recognised and supported, they develop a stronger sense of belonging, which in turn supports retention and reduces turnover.

Finally, a calm and supportive working environment also encourages creativity and innovation. Employees are more likely to explore new ideas, take initiatives and suggest solutions. Innovation is a key element in an organisation's development and competitiveness.

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The effects of deteriorated mental health on work

Mental health directly influences cognitive functions. Depression, anxiety and chronic stress can therefore affect working memory, planning, information-processing speed and the ability to sustain attention. In practice, this can result in more errors, longer deadlines, difficulty prioritising tasks or a decline in work quality.

Mental health also plays a role in emotional regulation. An employee in distress may perceive threatening situations more intensely, react more strongly to disagreements and need more time to regain balance. At team level, this can fuel conflict, reduce cooperation and gradually damage the working climate.

Presenteeism is another important mechanism. It refers to working despite a deteriorated state of health, with a reduced ability to concentrate or perform at full capacity. A study by Stewart et al., published in JAMA, estimates that an employee with depression loses an average of 27 productive days per year, including 18 days due to presenteeism. Most of the loss therefore occurs while the person is physically present at work, but has reduced capacity. This phenomenon often remains invisible to managers. Unlike absence, it does not appear directly in dashboards, even though it can result in reduced concentration, slower work, more errors and a lower ability to make decisions.

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The cost of inaction for the company

As mentioned above, insufficient investment in mental health can lead to absenteeism, presenteeism and turnover, all of which represent considerable costs for the company. These situations require organisations to multiply costly recruitment processes, continuously train new employees and miss out on the experience of long-serving employees.

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How can mental health at work be improved?

Good practices for establishing a mental health policy

So how can organisations respond to employees' needs and become healthier workplaces? Rather than improvising on this complex topic, here are the recommended steps to get started.

1 - Assess the current situation

The idea is to identify your organisation's strengths and weaknesses on this issue. To do so, consider contacting services such as occupational health services, using both quantitative results and personal accounts. Absenteeism rates, the number of sick leaves, turnover rates and cases of burnout can all be useful initial indicators for taking the temperature of well-being at work and beginning to consider the right mental health policy.

You should also review documents relating to psychosocial risks within the company and update them when necessary. Work-related stress, harassment and other forms of violence are indeed factors that can worsen mental health at work.

Alongside these quantitative data, assessing the social climate through employee satisfaction surveys is also essential. For example, consider running an employee well-being barometer once or twice a year. It can provide a basis for defining measures that support well-being at work and help analyse the results of the policy over the months and years.

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2 - Secure leadership buy-in and engage managers

Conducting an in-depth investigation into the problems encountered and producing a detailed report is useful. But without the executive committee's approval, a mental health policy is unlikely to be implemented across the organisation.

Several arguments can be used: the parallel with physical health, the potential effects of personal and professional difficulties on everyone, the company's profitability and control of the project.

It is also useful to present a timeline, an estimated budget, the main stages of implementation, monitoring indicators and the partners who may be involved.

3 - Communicate with and raise awareness among all stakeholders

Engaging employees on the topic of mental health is a key step in making your policy known and breaking the taboo. This shows your teams that support is available if they need it.

Managers also have a role to play in promoting the actions undertaken. To help them do so, consider training them in advance so that they can become ambassadors for your policy.

4 - Implement prevention initiatives, such as digital therapies

Reacting to a crisis is important, but preventing employees from reaching that point is even better. To do this, they need tools that help them understand themselves better and feel well in everyday life.

Organisations need to go further than traditional employee assistance programmes (EAP), which often offer a similar solution to all employees and record low engagement rates.

Personalised content, practical steps and an app that makes resources easy to access are therefore strongly recommended, so that everyone can find support suited to their needs.

5 - Integrate mental health into a broader well-being approach

A better approach to employee well-being should also involve practical changes when necessary.

There is no shortage of possible levers for action:

• train managers in mental health and good relationship practices;
• adapt the physical working environment to employees' needs;
• review the organisation and allocation of tasks;
• promote flexibility, training and career development;
• reduce sources of stress linked to hyperconnectivity, change or job insecurity.

These examples should be adapted to the sector, the size of the company and the issues identified during the initial assessment.

6 - Measure results and adjust actions

To manage the approach with confidence, organisations need to understand changes and regularly analyse strengths and weaknesses.

We therefore recommend defining monthly indicators in advance and monitoring them through a dashboard. This enables you to act on the basis of results, anticipate potential disengagement and gradually transform your organisation's culture.

What signs may indicate a decline in mental health?

Improving mental health also involves the early detection of certain warning signs. This is essential for taking rapid action and limiting negative consequences for both employees and the business.

Individual signs: fatigue, isolation and irritability

For an employee, fragile mental health may manifest as persistent fatigue, low energy or sleep problems.

However, there is no magic checklist of signs to tick. Everyone is different. A behaviour that is concerning for one person may not be concerning for another.

So what should really alert you?

Look at how the person is changing: a sudden or gradual change that persists over time and disrupts their usual balance.

Examples include voluntary isolation, a loss of interest in interacting with colleagues, increased irritability, an unusual decline in concentration, lower work quality, progressive disengagement, greater difficulty making decisions or, conversely, unusual agitation or hyperactivity.

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These changes in behaviour, especially when they persist over time, may reveal significant stress or distress and may even precede burnout.

Knowing the warning signs is important for identifying high-risk situations among colleagues. It can also help employees become aware of their own difficulties and seek support from their manager, occupational health physician or a trusted colleague.

Collective signs: a tense climate and declining performance

At team or department level, a decline in mental health may manifest as more conflict, a climate of mistrust or strained relationships.

This is often accompanied by recurring delays, increased absenteeism and presenteeism, or a general decline in productivity.

If these signs are identified in time, it is possible to take targeted action on the difficulties encountered and restore a healthy and motivating working environment.

Who can support employees in difficulty?

When employees are experiencing stress, cognitive and emotional overload, demotivation, fatigue or more serious symptoms, it can be difficult to know what to do. Yet everyone has a role to play within the organisation, and external professionals are also available to support employees who need help.

The role of the line manager

The manager is often the first person to notice a change in behaviour or a decline in an employee's performance.

By being attentive, willing to listen and available, they can create a climate of trust that encourages conversation and support the employee as they face difficulties.

Their role is also to pass on concerns to the relevant services and suggest temporary adjustments where necessary.

HR teams and employee well-being leads

HR teams and employee well-being leads play a strategic role in supporting employees in difficulty.

They can offer solutions such as workplace adjustments, a temporary change of assignment or easier access to psychological support at work.

At company level, their role is also to raise awareness among all employees about mental health issues and deploy collective prevention programmes.

The occupational health physician and occupational health services

The occupational health physician can assess an employee's state of health, identify risks linked to their role and, where necessary, propose adjustments or even redeployment.

Although they work in connection with the employer, they must ensure that conversations with employees who consult them remain confidential.

Occupational health services can also run collective initiatives, such as awareness campaigns or workshops on stress management.

External resources: therapists, associations and platforms

Outside the company, various professionals can help employees in difficulty. Psychologists, psychiatrists and psychotherapists provide personalised support to address stress- or anxiety-related conditions.

Some associations offer listening and support, sometimes free of charge.

Employees can also use online support platforms such as teale to talk to healthcare professionals and experts in workplace mental health, as well as access tools and resources designed to improve their mental well-being.

What practical solutions are available during sick leave or a return to work?

When an employee is on sick leave due to burnout, depression, anxiety or another mental health difficulty, the goal should not be to organise the fastest possible return, but to prepare a return that is compatible with their state of health.

During sick leave, the employer must respect confidentiality and avoid contacting the employee about work-related matters. It may nevertheless maintain a supportive relationship, provided that it is neither intrusive nor guilt-inducing.

The employee may request a pre-return appointment with the occupational health service. This appointment helps anticipate the conditions of the return and consider the adjustments needed with the occupational health physician.

Several solutions can be considered: a gradual return, a therapeutic part-time arrangement, a temporary adjustment to workload, changes to working hours, limiting travel, a partial return to remote work, redefining priorities or changing roles.

Before the return, the manager and HR should also consider the work-related factors that may have contributed to the leave. Reintegrating the person into an unchanged environment may reproduce the same difficulties.

When the employee returns, a meeting can clarify the conditions of the return, priority tasks, any adjustments and the follow-up arrangements. The employee does not have to disclose their diagnosis or medical information to their manager.

The team may also need support when the absence has led to a significant redistribution of workload. Communication must, however, strictly protect the confidentiality of the person concerned.

Finally, the return should be monitored over time. Regular check-ins make it possible to adjust the workload, identify any difficulties and prevent another deterioration in mental health.

How teale takes concrete action to improve mental health at work

To take lasting action on mental health at work, companies need to be able to prevent difficulties, support employees, help managers and measure progress.

teale brings these different dimensions together in one approach. The platform enables every employee to take an active role in their mental health, while giving HR teams the means to identify risks, understand their causes and implement appropriate actions.

A science-based approach adapted to the world of work

teale's approach is based on cognitive behavioural therapies, as well as the expertise of a network of more than 150 psychologists and coaches.

This approach makes it possible to offer practical tools to better understand emotions, thoughts and behaviours, while also developing everyday prevention habits. The aim is not to intervene only when a situation becomes critical, but to help employees identify areas requiring attention, strengthen their resources and act before difficulties become established.

Cognitive behavioural therapies also make it possible to create personalised pathways based on exercises and skills that are useful over the long term. Since mental health is never purely individual, teale also acts on the collective and organisational dimensions that influence well-being at work.

Personalised pathways and human support

Each employee has a personal, confidential and anonymous space. They can assess their mental health using an index developed by teale, track changes over time and identify their strengths and areas requiring attention.

Depending on their needs, the platform offers a personalised pathway made up of content, exercises and thematic programmes. Employees can move forward at their own pace, develop their autonomy and gradually integrate new habits into their daily lives.

This digital support can be complemented by one-to-one sessions with a carefully selected psychologist or coach, either in person or remotely. These conversations are part of a broader pathway and provide an additional resource alongside content, exercises and collective initiatives.

The teale library contains more than 1,500 pieces of content: videos, podcasts, articles, exercises, meditations, programmes and practical tools. Employees can therefore access resources suited to their needs and preferences.

Actions tailored to HR teams, managers and employees

Mental health at work concerns the entire organisation. This is why teale supports HR teams, managers and employees through complementary services:

• awareness campaigns and conferences to help evolve company culture;
• training and resources to help managers identify subtle warning signs and better support their teams;
• group workshops and tailored initiatives adapted to the organisation's challenges;
• individual pathways so that every employee can access appropriate support.

This approach makes it possible to act simultaneously at individual and collective levels. It helps employees develop their own resources while giving the organisation the means to address the causes of the difficulties identified.

Clear management through workplace mental health indicators

teale provides HR teams with a dashboard for monitoring employee engagement, changes in their mental health and the effects of the approach over time.

The aggregated and anonymised data can help to:

• track employee use and engagement;
• measure changes in the mental health index;
• identify priority issues and groups that may need specific support;
• analyse the links between mental health, absenteeism, turnover and productivity;
• guide prevention initiatives according to the organisation's needs.

The indicators are therefore not only used to measure the results of a programme. They also help organisations better understand the situations experienced by teams and adjust the actions put in place.

A response to crisis situations

Prevention does not rule out support in crisis situations. When necessary, teale can also provide a rapid response through a support line available 24/7, specific interventions and a crisis management protocol.

This combination of prevention, individual support, collective action, data-informed management and crisis management enables teale to act at several levels throughout the year.

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This article was reviewed and approved by Anaïs Roux, occupational psychologist and Scientific Director at teale.