Talking matters: Six practical ways to support employee wellbeing through conversation

In the modern workplace, supporting mental health and wellbeing isn’t just about policies or benefits – it’s also about human connection.

Conversation plays a vital role in fostering trust, resilience and belonging. When employees feel able to talk – and, more importantly, feel heard – it can have a transformative effect on their wellbeing and on the wider culture of an organisation.

Creating a culture that encourages open, honest dialogue doesn’t need to be costly. But it does require empathy and consistency.

Here we explore six practical ways employers can harness the power of talking to build healthier, more connected workplaces.

1. Build psychological safety from the top down

At the heart of every meaningful conversation is psychological safety – the sense that people can speak openly without fear of judgment or negative consequences.

Creating this kind of environment starts with leadership. When senior leaders and line managers model openness, show vulnerability where appropriate and invite honest input from their teams, it sets the tone for the entire organisation.

Small actions can make a big difference. Leaders sharing their own experiences, whether around stress, mistakes or personal challenges, helps normalise these topics for others.

Just as important is how they respond. Language matters – “how can we support you?” is more powerful than “you should…”

Training managers in active listening and emotional awareness reinforces this approach.

In smaller businesses, formal training isn’t always necessary – what matters most is the intention to listen without judgment and respond with empathy.

2. Make regular wellbeing conversations part of the rhythm of work

In busy working environments, it’s easy for wellbeing to slip down the priority list.

But when conversations about how people are feeling are woven into everyday working life, it sends a clear message that wellbeing matters just as much as performance.

This doesn’t mean forcing deep conversations or turning every meeting into a therapy session. It means setting aside time – whether in monthly one-to-ones or during informal check-ins – to ask meaningful, open-ended questions such as “what’s been on your mind lately?” or “what would help ease your workload right now?”

Over time, these check-ins build trust and make it easier for employees to speak up before small stresses become bigger issues.

It’s about creating a rhythm where talking is expected, not exceptional.

3. Equip your team with the confidence to start the conversation

People often worry about saying the wrong thing when a colleague seems to be struggling.

This uncertainty can lead to silence – and silence can allow problems to grow.

Giving people the confidence and skills to notice when something’s wrong and ask about it sensitively is essential.

Mental health first aid (MHFA) training can be valuable here. For those who attend, it builds the knowledge and confidence to recognise signs of anxiety, burnout or low mood – and respond in a supportive and appropriate way. For others, simply knowing who in the business has completed MHFA training, helps with signposting and support when it’s most needed.

Even without formal training, organisations can promote awareness through simple conversation guides, regular discussions and mental health webinars – whether provided by your benefits consultancy or your employee benefits provider. Ensuring these are well promoted can make a meaningful difference.

Active listening is just as important. Teaching employees to listen without interrupting, to reflect back what they’re hearing and to avoid rushing to ‘fix’ problems can help shift workplace culture from reactive to supportive.

4. Create space for peer connection and support

Not every employee feels comfortable speaking to their manager, and that’s ok.

Some of the most meaningful wellbeing conversations happen peer-to-peer, in informal settings, with someone who simply listens and relates.

Employers can help facilitate these connections by creating space for them to happen. Peer support programmes, wellbeing champions or buddy systems are all effective ways to give employees a safe, accessible route to talk.

For smaller teams, even monthly “coffee and chat” sessions or walk-and-talks can make a difference.

The key is consistency. When employees know these opportunities exist and that they’re a routine part of working life, they’re more likely to use them and to reach out when it really matters.

5. Make professional support visible and accessible

While internal conversations play a crucial role, there are times when professional support is needed.

Whether it’s through an Employee Assistance Programme (EAP), occupational health service or external mental health charities such as Mind or Samaritans, employees should know where to turn – and feel no shame in doing so.

Visibility is key. Resources should be shared not only in policy documents but regularly referenced in team meetings, onboarding sessions and internal newsletters.

The more routine these reminders become, the more they help reduce stigma and increase awareness.

Even for businesses that lack formal mental health programmes, signposting to external support can be lifesaving. The message should always be – it’s ok to need help and here’s where you can find it.

6. Keep listening – and adapt based on what you hear

Supporting wellbeing through conversation means more than just talking. It also means listening and acting.

When employees take the time to share how they’re feeling, it’s important for organisations to respond. This might mean adjusting workloads, trialling a new approach to flexible working or simply acknowledging what’s been shared.

This is especially true during times of uncertainty, such as organisational change or economic difficulty.

Honest, compassionate communication matters. Even if you don’t have all the answers, showing up, being transparent and taking the time to listen can help ease anxiety and build trust.

Crucially, this approach shouldn’t be static. Use surveys, pulse checks or informal feedback to understand what’s working and what isn’t.

If mental health resources aren’t being used, explore why. If wellbeing check-ins feel rushed, rethink the format. It’s the willingness to adapt that makes wellbeing conversations truly effective.

Quick check: Are you supporting employee wellbeing through conversation?

Use this checklist as a prompt to assess your current approach:

Leadership & culture

Do leaders model openness and show vulnerability where appropriate?
Are managers trained – or encouraged – to actively listen and respond with empathy?
Is psychological safety embedded in your workplace culture?

Everyday conversations

Are wellbeing conversations part of regular check-ins, one-to-ones or team meetings?
Do managers feel confident asking open-ended questions about wellbeing?

Confidence & training

Is mental health first aid training available – or are trained individuals clearly signposted?
Are employees aware of how to start supportive conversations?
Are mental health-related webinars or resources promoted and accessible?

Peer support

Do you have systems or informal spaces in place for peer-to-peer support?
Are employees aware of how to access these peer support opportunities?

Professional support

Is your EAP or other professional support clearly visible and frequently promoted?
Do employees know where and how to seek help when needed?

Ongoing feedback

Are you regularly gathering feedback (e.g. pulse surveys or informal check-ins)?
Do you adapt your approach based on what employees share?

Final thoughts: start small, listen well and talk often

Conversations don’t need to be perfect or profound to be powerful. They just need to happen.

When talking becomes part of workplace culture – when leaders listen, colleagues check in with each other, and support is easy to find – employees feel safer, more connected and more resilient.

This can be particularly important for smaller organisations, where close-knit teams and agile structures offer real opportunities to build meaningful relationships.

When conversations are handled with empathy and intention, everybody benefits.

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