Your Mental Health Strategy Isn’t Working and Employees Know It

ByAriane Laird

Most organizations say mental health is a priority. Few can actually show it.

In 2026, employees expect more than awareness campaigns and underused benefits. They expect support that shows up in how work is structured day to day. Right now, there is a clear gap.

Nearly 39% of Canadian employees report feeling burned out, and global engagement remains low (Mental Health Research Canada, 2025; Sodexo, 2026). More than half of employees say mental health affects their work, yet most do not share that with their employer. Productivity loss is happening quietly.

The cost is already there

Poor mental health shows up in performance.

Burnout can cost employers up to $28,500 per employee each year (Benefits Canada). Absenteeism, presenteeism, and turnover add to that. Many employees also report concerns about psychological safety at work, which makes it less likely they will speak up or ask for support.

Employees are staying in their roles, but many are not fully engaged. Work is getting done, but not at a level most organizations expect.

Where strategies break down

The issue is how mental health is being handled.

Support is often reactive and disconnected from daily work. Policies exist, but they are not always reflected in workload expectations, communication, or leadership behaviour. Managers are expected to support their teams, but many have not been trained to do so.

At the same time, high workloads, unclear priorities, and rigid policies continue to drive stress. Employees see the gap between what is said and what actually happens.

What makes a difference

For mental health efforts to work, they need to be part of how work is designed:

  • Clear policies and expectations
    Set realistic workload standards and define what respectful, supportive behaviour looks like.
  • Early and regular check-ins
    Address issues before they escalate.
  • Manager support and accountability
    Train managers to recognize changes in behaviour and respond appropriately.
  • Better work design
    Reduce unnecessary pressure by improving planning, prioritization, and role clarity.
  • Accessible support
    Make it easy for employees to use available resources without added friction or stigma.

Why this matters now

Organizations that invest in prevention are seeing measurable results, including average savings of about $3,400 per employee annually (Mental Health Research Canada).

Mental health is becoming a core part of how organizations operate. Employees can tell the difference between a program and a system that actually supports them.

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