• Despite increasing employer investments in mental health benefits, a significant trust gap persists among employees, with many viewing initiatives as performative.
• Employees seek workplaces that actively encourage the use of mental health resources and offer flexible, personalized support that reflects their lived experiences.
• Leadership transparency, manager training, and culturally embedded mental health support are crucial to fostering psychological safety and improving employee well-being.

The increasing focus on mental health in the workplace has led to a proliferation of employer-provided benefits, including therapy stipends and mindfulness apps. However, a disconnect exists between these offerings and employee perceptions, with many feeling unsupported or viewing initiatives as insincere. This has resulted in a lack of trust and a reluctance to utilize available resources, highlighting the need for a more comprehensive and culturally embedded approach to mental health support.

• What: A growing disconnect between employer-provided mental health benefits and employee trust, leading to underutilization and a perception of performative support.
• Who: Employers, employees, HR departments, mental health professionals, organizational leaders, and managers.
• When: The issue has been developing over recent years, with increased attention during Mental Health Awareness Week and Mental Health Month. Data cited ranges from recent surveys to ongoing workplace practices.
• Where: Primarily in the United States and United Kingdom, across various industries including creative, agricultural, manufacturing, and construction sectors.

The mental health trust gap in the workplace stems from a combination of factors, including a lack of genuine commitment from leadership, inadequate manager training, and a failure to address underlying workplace stressors. Employees perceive many mental health initiatives as performative, leading to skepticism and a reluctance to utilize available resources. Addressing this gap requires a holistic approach that includes leadership transparency, culturally embedded support, and personalized resources tailored to individual needs. Furthermore, fostering a culture of psychological safety, where employees feel comfortable discussing their mental health without fear of judgment or repercussions, is essential for building trust and promoting well-being.

"Too often, agencies think mental health support means fruit bowls and yoga sessions. That's nice, but not enough. Real change has to start from the top, especially with honesty from leaders. At MullenLowe, we're trying to move away from perfection culture and instead create space for vulnerability."

"Unfortunately, the traditional agency model was built on long hours, high pressure, constant critique and very little credit. Basically: everything that's bad for mental health dressed up as a badge of honour."

"The work will always be there. People won't if we don't look after them."

"One of the reasons I fell in love with the (MHFA) curriculum is the emphasis on preventing mental health and substance use crises before they get to the point of an emergency... It is not selfish to take care of yourself. it teaches us to be bold enough to have a conversation."

The mental health trust gap represents a significant challenge for employers seeking to support employee well-being. While investments in mental health benefits have increased, a lack of trust and a perception of performative initiatives persist. Moving forward, organizations must prioritize genuine commitment, culturally embedded support, and personalized resources to foster psychological safety and build trust. By addressing the root causes of workplace stress and promoting open communication, employers can create environments where employees feel supported, valued, and empowered to prioritize their mental health.