Recognising and responding to mental health challenges in the workplace
As South Africa observes Mental Illness Awareness Month in July, the timing could not be more critical for addressing a crisis that often goes unnoticed in the workplace, including the public sector. Mental health breakdowns cost employers millions in lost productivity, sick leave and staff turnover. This highlights the urgent need to equip managers with skills to recognise the warning signs and respond appropriately.
According to workplace mental health experts, warning signs may include an employee who suddenly starts arriving late every day, a once high-performing worker whose quality of work has declined significantly or a team member who has become irritable and withdrawn.
“Usually when we talk about mental health, people immediately think about mental illness. Yet we all have mental health, which is the state that determines if we are well or unwell,” explains Anele Ndlovu, a mental health advocate who runs workplace mental health seminars called Tea With Anele for organisations and individuals across South Africa.
Ndlovu points out that the World Health Organisation defines mental health as a state of mental well-being that enables people to cope with stresses of life, realise their abilities, learn well and work well.
“Mental health is a basic human right. And it is crucial to personal, community and socio-economic development,” says Ndlovu in an interview with Public Sector Manager magazine.
If our mental health is stable, we are more productive and efficient. If it is not, our performance suffers.
For public sector managers already stretched by budget constraints and service delivery pressures, understanding this foundation is crucial to maintaining departmental effectiveness.
Understanding mental health
Mental health challenges are often misunderstood as performance issues. Through her seminars, Ndlovu has identified five main issues affecting workplace mental health: ineffective communication, sexual harassment, financial concerns, bullying and lack of trust between teams and management.
“When we see someone not performing at their best, we shout, point fingers, blame,” she says. “But if someone has always performed well and suddenly is not showing up as their best, that is a sign something is wrong”.
Therapist Busisiwe Mzandolo, who runs a private practice specialising in workplace issues, sees the mental health consequences daily. “The common challenges are burnout due to workload, work stress because there is no growth, anxiety and depression because employees feel their value is not recognised,” she explains.
“Early warning signs can show privately at first,” Ndlovu notes. “When I am stressed, I want to sleep more and spend time alone. In work settings, this becomes public through late arrivals, calling in sick more often or productivity drops”.
Creating a healthy workplace
When managers sense that a team member may be facing challenges, the way they handle the first conversation is crucial as it lays the foundation for all that follows. "Sit down with them and ask what is happening in their lives that is impacting work,” advises Ndlovu. “Be kind, compassionate and listen with empathy. You want them to open up so you can help them return to producing excellent work.”
The staff member can then be encouraged to seek professional support, such as through an Employee Assistance Programme (EAP). This should be followed by regular weekly check-ins, focusing on their mental wellbeing rather than job performance.
While some managers may feel that supporting struggling employees could place additional pressure on the rest of the team, both Ndlovu and Mzandolo recommend involving the whole team in offering support to affected colleagues.
“Encourage the team to fill gaps without divulging what the person is struggling with. We underestimate how kind and understanding people are if we just talk to them,” says Ndlovu.
Building systematic support
Effective mental health support requires systematic approaches, however, Ndlovu notes that many workplaces still have a long way to go. “This is due to lack of understanding and compassion. Because we cannot always see that someone is mentally unwell, employers may think someone is lazy and does not want to cooperate.”
“One way to introduce mental health discussions at work is to incorporate them into wellness day activities,” she adds.
Many government departments already have what experts consider essential infrastructure in place, including functional EAPs with guaranteed confidentiality, regular mental health training and clear harassment reporting policies. However, trust remains a significant barrier. “Employees do not trust that EAP discussions remain confidential. They fear information will be used against them. This is a genuine concern as it has happened to many employees,” Ndlovu warns.
Distinguishing normal stress from mental health crisis
Not every deadline constitutes a mental health emergency. Understanding the difference is crucial for appropriate response.
“Work will be busy and pressure will be there, but it cannot be ongoing for days on end,” Ndlovu clarifies. “We all know when the busiest times occur – audit periods, festive seasons in retail. But auditors are not there every day for 12 months. When employees face pressure for extended periods, burnout, depression and anxiety become prevalent”.
Protecting your own mental health
Managers supporting struggling staff often overlook their own well-being, which can create a harmful cycle. “The manager needs to seek professional help and talk to their superior as their team members talk to them,” Ndlovu emphasises.
“Practise mindfulness and meditation at the start of your day. Do breathing exercises throughout the day, take regular breaks and set boundaries around working hours”.
Her practical self-care advice to managers includes: “Once a month, take one day off just to be at home and recover.”
Mzandolo encourages employees to cultivate enjoyable hobbies that create a life beyond work.
Mental health is fundamental to running effective organisations; it is not a luxury add-on to management responsibilities. As Ndlovu reminds managers: “Mental health is a basic human right crucial to personal, community and socio-economic development. You have the power to create environments where staff thrive.”
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