In today’s evolving workplace, mental health is no longer a sidebar topic—it’s a central focus of employee well-being. With rising awareness about mental health issues, benefits administrators are under increasing pressure to offer a comprehensive mental health strategy approach when making decisions about benefits and point solutions, as well as communications strategies and the alignment with other well-being efforts.
This demand is not just driven by a desire to provide better care; but because HR, people leaders and benefits teams are being asked to do more to support employees than ever before. In this context, how can benefits administrators make informed choices that support employees’ mental health needs and meet their expectations, while balancing costs and accessibility?
The Unwavering Importance of Mental Health in the Workplace
Mental health issues have long been a concern, but the COVID-19 pandemic significantly heightened awareness and urgency. According to the World Health Organization, anxiety and depression rates increased by 25% globally during the first year of the pandemic.[1] The U.S. alone saw similar spikes, with the American Psychological Association reporting that nearly 8 in 10 adults (79%) say the pandemic was a significant source of stress in their lives.[2] These statistics underscore the critical need for mental health services that are not only available but also easily accessible and financially sustainable, and for many adults, along with their families, workplace benefits are a critical access point.
Organizational leaders are also increasingly recognizing the impact of mental health on productivity, absenteeism, and overall workplace culture, but with constrained resources, need to look at how to invest strategically in mental health support to have maximum impact. This shift in awareness has placed benefits administrators at the forefront of designing and managing benefits packages that meet a range of mental health needs as diverse as the workforce, and the choices they make critically important.
Understanding the Demand for Mental Health Benefits
The mental health care landscape is broad and includes a variety of services such as therapy, counseling, psychiatric services, and digital health solutions like teletherapy and mental health apps. Each of these services comes with its own set of considerations around quality, cost, and accessibility. Each option also has to meet an important goal – it has to be, and be perceived to be, of value to employees. This means that not only should benefits administrators be looking for options that offer an accessible network of providers, who are using evidence-based practices and look at outcomes data for effectiveness, have low barriers to engagement for beneficiaries, and other user considerations, but also offer support in a way that employees want. That mean looking at different platforms for service delivery (more in-person options vs. telehealth options) or for cultural competence or languages available among providers, or for specialized care for concerns like Substance Use Disorder.
Designing an impactful mental health strategy for your organization must start with qualitative and quantitative insights into what the employee population values with respect to support, and even within a workforce there may be differences depending on geography, worker types and other factors. Younger employees may prefer digital mental health solutions, while older employees might prioritize in-person therapy. Conducting employee surveys or focus groups can provide valuable insights into what services will be most utilized and appreciated.
Strategic Considerations for Benefits Administrators
When selecting mental health benefits, benefits administrators must balance the needs of their workforce with the financial realities of providing comprehensive coverage. However, the impact of mental health benefits are strengthened by considering:
- The cultural diversity of the workforce, ensuring that the mental health services offered are culturally competent and sensitive to the needs of diverse populations.
- The design of the benefits plan itself, which can influence the utilization and effectiveness of mental health services. Plans that are too complex or have high out-of-pocket costs can deter employees from seeking the help they need. Simplifying the benefits design and clearly communicating what services are covered can make employees feel more comfortable and confident in navigating to them.
- The promotion of mental health resources on a regular basis and across multiple channels. Employees may not be aware of the full range of services available to them, or they may be hesitant to use them due to stigma. Regular communication and education about mental health needs, experiences and support can help break down these barriers.
- The role of technology in enhancing the accessibility and quality of mental health services. From teletherapy platforms to mental health apps that offer cognitive-behavioral therapy (CBT) exercises and mindfulness practices, digital solutions can supplement traditional care and reach employees who might otherwise be hesitant to seek help.
The responsibility of ensuring high-quality, affordable, and accessible mental health services is a complex but critical task for benefits administrators, and the mental health needs of a workforce can change over time, so it is important to continuously evaluate the effectiveness of the benefits offered both in how they are used and how employees see them as valuable. This can be done through employee feedback, utilization data, and collaboration with mental health care providers.
By staying attuned to the evolving needs of the workforce and the factors impacting mental health both inside and outside the organization, benefits administrators can design benefits packages that not only support employee well-being but also contribute to a healthier, more productive workplace. As the landscape of mental health care continues to evolve, so too must the strategies for delivering these essential services.e
[1] https://www.who.int/news/item/02-03-2022-covid-19-pandemic-triggers-25-increase-in-prevalence-of-anxiety-and-depression-worldwide
[2] https://www.apa.org/news/press/releases/stress/2020/report-october
