A new study from Simon Fraser University is debunking the myth that employers have little power to influence whether workers share mental health struggles.
According to the World Health Organization, about 15% of adults live with a mental health condition. Other surveys show that 65% of workers believe these concerns affect their ability to do their jobs. Despite this, many companies still think that talking about mental health is a personal decision and not something they can shape.
But Dr. Zhanna Lyubykh, assistant professor at SFU’s Beedie School of Business and lead author of the study, says that’s simply not true. Her research, published in Human Resource Management, shows that companies can play a big role in making people feel safe enough to open up.
The study found that workers are 55% more likely to talk about mental health concerns when they believe their workplace is truly supportive. That support goes beyond offering mental health programs. It’s about creating a culture where people trust that their concerns will be taken seriously, without fear of being judged or punished.
“Organizations have more control than they think,” says Dr. Lyubykh. “What matters most is how employees perceive their environment. If they believe the workplace is open, safe, and caring, they are more willing to speak up.”
The study highlights that social signals—small things employees notice—matter a lot. These cues shape how safe someone feels about disclosing a personal challenge.
For example, if someone who talked about mental health was later passed over for a promotion, others might stay quiet. If a co-worker had to wait months and fill out countless forms just to get help, that sends a message. On the other hand, if people see open conversations happening and real support being given, they’re more likely to trust the system.
“People pick up on these signals—often without even realizing it,” Lyubykh explains. “It’s not just about having a policy on paper. It’s about what happens in real life.”
The research involved two surveys. One focused on how willing employees were to share their mental health concerns and what factors affected that choice. The second looked at how organizational support connects to things like missed work and lower performance.
The results were clear: workplaces where employees didn’t feel supported had more people taking sick days, more anxiety, and weaker performance. But in supportive environments, the opposite happened—people felt better, worked harder, and stayed longer.
“If your workplace feels toxic, your best people will leave,” says Lyubykh. “That kind of turnover hurts the entire organization. A positive culture isn’t just good for people—it’s good for business.”
The study encourages employers to adjust their workplace surveys to include questions about mental health comfort levels. That data can help leaders understand how their employees feel and track progress over time.
“Change starts at the top,” Lyubykh says. “Leaders need to ask the right questions, take feedback seriously, and create a culture where people know they’ll be supported.”
In the end, a supportive workplace isn’t just about offering help—it’s about creating trust. And that trust can make all the difference.
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