The Question Isn't Why Employees Stay Silent…It's Why Work Keeps Hurting Them
A recent article highlighted something we already know: many employees hesitate to discuss their mental health with managers.
The article goes on to propose solutions such as digital tools, self-help programs, therapy access, and other support resources.
While these resources matter, I’m confident they aren’t able to address the full reason behind an employee’s silence. In other words, I’d argue it’s much more than stigma… its employees concluding that speaking up carries risk while offering little chance of meaningful change.
It's why I believe we're asking the wrong question.
Instead of asking, "Why are employees staying silent?" let's ask: Why are so many struggling in the first place?
Although answering that question will force us to confront an uncomfortable possibility: Work itself may be the problem.
When I say "work itself," I'm talking about:
The impossible workload (high job demand)
The supervisor who doesn't listen (poor support)
The coworker who belittles others (social undermining)
The employee working alone all day (isolation)
The unclear expectations (low role clarity)
The heat and cold (environmental conditions)
The feeling that no matter how hard you work, it's never enough (lack of reward and recognition)
Research has a name for these conditions: workplace psychosocial risk factors.
Employees simply call it work.
Keeping these risk factors in mind, employees may choose to stay silent for two reasons:
They believe speaking up could put their job, reputation, opportunities, or relationships at risk.
They believe nothing about their work situation will change.
And honestly, both reasons should be concerning.
Because research continues to tell us that these risk factors - high job demands, poor support, social undermining, isolation, etc. - can contribute to or worsen anxiety, depression, burnout, absenteeism, turnover, injury risk, suicidal thoughts, and suicide.
Which means these risk factors aren't simply employee problems. They're organizational risks.
And organizational risks require organizational action. Yet many workplace mental health strategies continue to focus almost exclusively on helping employees cope rather than reducing the risk creating harm.
The future of workplace mental health isn't helping employees tolerate “just another Tuesday.”
It's creating a workplace they want to be a part of.
One that has a positive impact on their mental health.