In 2019, the World Health Organization stated that as much as 15% of working-age adults were estimated to have mental health issues. This massive figure can be translated into an estimated loss of 12 billion working days and a cost of US$ 1 trillion per year in lost productivity.
Shining a spotlight on mental health by being solutions-focused is the obvious solution. In other parts of the world, Metal Health First Aid training has already empowered millions of employees.
Mental Health First Aid, founded in 2000 in Australia, is a not-for-profit organisation that develops, delivers, and evaluates accredited mental health training programmes worldwide. The global movement works through an active network of licensed providers in 24 countries.
As vital as physical first aid
With experience in large corporations, Govender highlights that as many as two in ten employees may be struggling with their mental health. As part of their duty of care, he has played a key role in coaching managers to recognise when team members are no longer functioning as they should.
In physically demanding fields like mining, poor mental health can increase safety risks. That’s why many companies have incorporated morning check-ins into their procedures. Rather than replacing ‘underperforming’ employees, businesses have realised that investing in staff well-being leads to long-term benefits.
Recognising when a colleague may be struggling
Warning signs that an individual is struggling with their mental health are often like those of substance abuse, so learning what these are could be instrumental in stopping harmful behaviour.
● Physical signs of neglect: This can range from being unkempt to sudden weight gain or loss.
● Inability to be ‘in the moment’: A large part of mental health struggles stems from anxiety and being preoccupied with what has happened or caught in worry about what could happen.
● Strong emotions: Outbursts that are unprovoked like aggression, irritability, or extreme sadness.
● Withdrawal: Drawing inward and avoiding social interactions is a common symptom of struggle. This could also include disengagement at work.
● Listlessness: When something that would previously give an individual joy no longer evokes any sort of emotion, it’s a strong indicator that help is needed.
● Uncharacteristic behaviours:This is evident when a person’s habits seem to change. For example, a timeous person starts being late or missing deadlines.
It’s important to keep in mind as a manager that it is not your job to diagnose. Your conversations need to remain work-related, so you can ask an employee if they are coping with their work and open to a catch-up chat. If so, this would be the opening to create a supportive environment.
What does a comprehensive mental health first aid course look like?
● The science of mental health. It’s important that the course first looks at the fundamentals: understanding mental health, anxiety, and depression. This includes looking at what the common challenges are in an African context or statistics that drive home the message about the enormity of this issue.
● Identifying At-risk signs. Understanding what to do when a person is at risk, and the basic dos and don’ts. This doesn’t make you a counsellor in the same way that doing a first aid course does not qualify you to practice medicine. Essentially, this qualifies you to ‘stabilise’ an at-risk person until the correct help is available to them. Your primary job as a leader remains to manage the workplace processes and systems.
● Confidentiality. Respecting a person’s right to confidentiality is an important aspect, and eradicating office gossip is critical to the success of this course.
● Empathy training. Not everyone leads with empathy, so we must train people with the type of listening and communication skills that basic counselling involves, so we can create the safe space needed in sensitive situations.
Choosing the right experts to lead the change
Large companies are in the privileged position of having an Employee Assistance Programme (EAP) on contract. Some companies call these wellness initiatives or wellness plans, but an EAP is a company contract in which the employer pays a fee per employee. These companies have registered psychologists and counsellors who can oversee processes and counselling when needed.
In Govender’s experience, all the larger corporations have an EAP in place already, but sadly this is not often the case for small to medium-sized businesses.
Beyond training: Building a culture of ongoing support
True mental health support goes beyond policies and training—it requires a cultural shift where employees feel seen and supported at every level. Yet, a critical gap remains: many managers in large companies don’t know who their Employee Assistance Programme (EAP) provider is or how to respond to mental health challenges. In smaller businesses, HR and line managers must take the initiative to collaborate with experts like Govender to create tailored systems.
By embedding mental health awareness into workplace structures, companies can move from reactive responses to proactive support. This not only reduces risk but also fosters a workplace where employees know their well-being is a priority. When leaders champion mental health as an essential part of company culture, they don’t just protect their teams—they empower them to thrive.