How to support employee mental health remotely
Remote work is as popular as ever, with no signs of diminishing, so looking after remote employees’ mental health is as important as supporting an in-house workforce. Working away from a traditional office brings its own challenges with long periods of isolation, blurred boundaries between work and home, and fewer opportunities for informal peer support from colleagues. It is important that employers recognise these pressures and adapt their policies, leadership approaches and day-to-day practices to support staff effectively.
Mental health cannot be treated as an individual’s responsibility alone. A healthier, more sustainable approach involves employers taking a more proactive and inclusive approach and building mental well-being into the everyday culture of the workplace. This might mean embedding mental health into performance reviews, leadership training or team planning, and not just reacting to it during difficult times.
It is also important to be aware of how digital communication tools themselves can affect mental health. Constant notifications, back-to-back video calls and a reliance on chat platforms can contribute to cognitive fatigue, also known as ‘Zoom fatigue’. To counter this, some organisations implement designated ‘no meeting’ days or support communication methods that don’t require an immediate response. These kinds of boundaries help reduce stress and allow employees to manage their workloads with greater focus and autonomy.
Overall, employers can address potential mental health issues by building flexibility into policies, encouraging open dialogue and ensuring access to relevant support resources. Following is a list and description of key strategies to help support employees:
Promote psychological safety and open communication
Psychological safety, which is the belief that one can speak up without fear of embarrassment or retaliation, is important for mental well-being. In hybrid or remote workplaces, where people can’t rely on casual chats or body language, it’s something leaders need to work at intentionally.
Regular one-on-one catch-ups between managers and team members are a good opportunity to check in beyond just work tasks. These chats might include space for open, honest conversations, and questions like ‘How are things going for you?’ or ‘Is there anything you need?’. Normalising conversations about stress and burnout during team meetings or leadership updates can further promote openness. It is important that managers know how to listen without judgement and respond in a way that shows genuine care.
Anonymous feedback tools or well-being surveys can also help employees feel heard without fear of repercussions. Responding thoughtfully to concerns raised through these channels builds trust and reinforces the message that people’s well-being matters to the organisation.
Equipping leaders with training on active listening and empathetic communication is another key step. It is not just about managers asking how someone is, but being able to interpret responses, notice changes in tone or behaviour and respond constructively. Psychological safety thrives when leaders consistently demonstrate that every voice matters, even the quiet ones.
Provide access to mental health resources and support services
Remote and hybrid employees should have the same access to mental health support as office-based staff. That means making sure everyone knows what help is available and how to access it, be it through onboarding materials, the staff intranet or internal communications.
Support may include Employee Assistance Programs (EAPs), mental health days, counselling services or access to mental health apps. Some workplaces also offer mental health training for employees to build awareness and resilience. It can also help to team up with external providers who offer remote-friendly services, such as telehealth counselling or virtual workshops. Regularly reminding employees that support is available, and encouraging them to make use of it before issues escalate, can make a real difference.
To further support inclusivity, employers could also consider offering multilingual mental health resources or culturally sensitive services where possible. Global or multicultural teams particularly benefit from recognising how mental health can be perceived differently across diverse backgrounds. Ensuring that resources reflect this diversity therefore promotes equity and fosters a more compassionate workplace culture.
Make flexibility a part of organisational culture
Flexible working hours are one of the biggest perks of remote and hybrid work, and they can be powerful tools for supporting mental health. Letting people adjust their schedules when needed – whether it is starting later after a sleepless night, attending a doctor’s appointment or juggling family life – can help ease pressure and make work more manageable.
When managing remote employees, micromanaging does not work well. It is far more effective to focus on outcomes rather than whether someone is online at all hours. Managers can lead by example here. Being clear about when they are taking breaks or logging off for the day sends a strong message that it is perfectly fine to set boundaries.
Encouraging regular breaks and discouraging the ‘always-on’ mindset can help create a healthier, more sustainable work culture. Some employers also offer things like well-being days or short mental health breaks to give staff space to recharge before things get overwhelming. Small adjustments like these can make a big difference in the long run.
Embedding flexibility into policies and performance expectations further reinforces that it is not just a perk but a part of how the business operates. When employees know they will not be penalised for managing their energy or adjusting their day, they are more likely to speak up and ask for what they need, thus preventing problems before they grow.
Reduce isolation and encourage connection
Feeling isolated is a common challenge for remote workers, and there is a lot employers can do to help people feel more connected. Encouraging social interaction during the workweek, such as virtual coffee chats, interest-based channels or occasional in-person meet-ups, can foster a sense of belonging and community. Supporting mentoring and peer networks helps employees feel part of something greater than their immediate role. Regular team-building activities or initiatives focused on well-being, like mindfulness sessions or group challenges, can also be effective.
The key to reducing a sense of isolation is to keep things inclusive. Social events should be optional, happen at different times and suit a range of personalities and schedules. Even small touches like rotating who runs meetings, celebrating birthdays or work milestones, or giving shout-outs on team chats can help people feel seen and part of something bigger.
Some companies also introduce buddy systems for new starters or encourage cross-team pairings to help people connect and break down silos. These efforts can help make onboarding smoother, improve teamwork and help valuable knowledge flow more easily across the business, while also giving employees a greater sense of support and connection.
Monitor workload and set realistic expectations
Without the visibility of an office, workload issues can go unnoticed in hybrid and remote teams. Some employees may take on too much, while others might struggle with unclear priorities or feel pressure to be constantly available. Regular check-ins can help to resolve this – not just to talk about tasks, but to check how people are coping.
Other strategies to monitor workloads include using tools like shared task boards or project trackers to help make workloads more visible across the team. It also helps to avoid scheduling back-to-back meetings and to build in time for focused work. Encouraging people to log off at a reasonable hour and actually take their breaks supports a healthier pace long term.
When workload issues arise, it is also important to take a step back and look at whether the team has the capacity to manage it. Burnout often is not about someone not trying hard enough but rather about the load being too heavy or unfairly shared. Taking the time to rebalance tasks shows that the business cares and helps keep people around for the long haul.
Lead by example
Leaders play a big part in shaping the culture of a workplace, especially in remote or hybrid teams. When managers speak openly about their own mental health, take time off when they need to and model a good work-life balance, it sets the tone for everyone else.
Being open about how leaders look after their own well-being – be it through exercise, therapy or simply switching off after hours – reduces stigma and shows that it is okay to prioritise mental health. When shared genuinely, small moments of vulnerability from leaders can build trust and reassure people that they are not facing things alone.
Encouraging managers to actively listen and show empathy during interactions also helps foster a supportive atmosphere. Leaders can share stories about their own challenges and recovery journeys to normalise mental health struggles and foster empathy within teams. To further reinforce positive behaviours, regular leadership training on mental health awareness can be beneficial.
For more resources on supporting employee well-being and building a positive workplace culture, browse the Indeed Employer Resource Library.
Frequently Asked Questions
How do you identify signs of poor mental health remotely?
In a remote environment, it can be harder to recognise when someone is not coping well. Managers can look for signs like a drop in participation, missed meetings, slower responses or a noticeable change in tone. These shifts might indicate stress or disengagement, especially if they differ from a person’s usual behaviour. Additional signs to watch for include expressions of fatigue or apathy, decreased productivity or withdrawal from team interactions.
It is also beneficial to train managers on recognising subtle behavioural cues and encouraging employees to speak openly about their mental health. Creating a culture where employees feel safe to share their struggles without fear of judgment is essential for early intervention. Also, making regular one-on-one check-ins part of the routine and offering anonymous ways to raise concerns can help bring issues to light earlier.
Are mental health days different from sick days?
Yes, and the distinction is important. Sick days are typically used for physical illness and may require a doctor’s certificate or formal notification. Mental health days, however, allow employees to take time off specifically to recover emotionally, manage stress or avoid burnout. They are usually more flexible and do not require medical documentation.
Allowing mental health days sends a strong message that the organisation values its staff’s psychological well-being and sees it as equally important as physical health. It also helps break the stigma around taking time out for emotional recovery. Promoting understanding around mental health days can help reduce stigma and encourage employees to take necessary time off without feeling guilty. Organisations that clearly communicate that mental health is a priority often see increased trust and morale among staff.
How do you encourage use of mental health resources?
Employees are more inclined to use support services when these are treated as an ordinary and accepted part of working life. Mentioning them in meetings, including them in onboarding packs and referring to them in company updates can make them feel familiar and easily accessible. When leaders share their own experiences with mental health support, it sends a strong message that taking care of mental well-being is understood and respected. Over time, this openness helps build trust and encourages others to seek support when they need to.
Additionally, integrating mental health resources into daily routines, such as reminders during team meetings or wellness check-ins, can normalise their use. Employers can also create anonymous feedback channels to gather insights on barriers employees face in accessing support, then address those barriers proactively.
Can remote-first companies build strong cultures?
Companies with a majority remote workforce can build strong work cultures – but it requires ongoing, deliberate effort. A strong remote culture is about trust, shared values and a sense of belonging. This includes having clear communication practices, celebrating wins publicly, onboarding new hires thoughtfully, and making sure all team members have equal opportunities to contribute and grow.
Investing in regular virtual social activities, transparent leadership communication and clear values alignment are key to cultivating a resilient culture. Regular check-ins, team rituals (such as end-of-week recaps), and peer recognition programs all help people feel connected. Culture can thrive even in digital workplaces when the focus stays on inclusiveness, transparency and appreciation.
