Breaking stigma to improve workforce well-being

An employee arrives at work after a sleepless night caring for an ailing parent or worrying about a struggling child. The employee finds an overflowing inbox, sits through a tense meeting, and has a conflict with a colleague. When it becomes one stressor too many, the employee considers seeking help through their employee assistance program (EAP).

But even when that employee knows exactly where to find counseling, they may still hesitate to call – not because care is unavailable, but because they worry that seeking help could change how a manager or colleague (or even their family) sees them. That hesitation is one way that stigma turns an avenue for help into an unused benefit.

The impact of stigma on the gap between care availability and care linkage is supported by a substantial body of research. Studies  consistently show that concerns about disclosure, confidentiality and judgment can delay help-seeking and keep people from using mental health support that may already be available.

For organizations, addressing stigma is an important part of improving access, engagement, and long-term behavioral health outcomes.
 

Why stigma continues to matter

Stigma is most relevant to employers when it changes behavior. An employee may postpone contacting an EAP or avoid asking for an accommodation rather than risk being seen as unreliable or less capable at work. Others may internalize those assumptions and choose to manage their challenges alone.

These concerns are distinct from ordinary access barriers. Coverage and appointment capacity determine whether care is available. Stigma can influence whether a person feels able to use it.
 

The organizational impact of stigma

When employees hesitate to seek EAP care, their symptoms may become prolonged or more severe. In the workplace, these delays can manifest as problems with focus, missed deadlines, absences, disengagement, or a more complicated return from leave. They may also cause managers, human resources, and benefits teams to respond later, when an employee’s needs are more urgent and options are potentially more limited. In fact, studies  show that untreated behavioral health conditions can have significant health and economic implications for individuals, organizations, and the broader healthcare system.

Stigma can also influence day-to-day functioning in ways that affect organizational performance . For organizations focused on population health and whole-person care, reducing stigma can help improve early intervention, strengthen treatment adherence, and support better long-term outcomes.

Creating environments where employees feel safe addressing behavioral health concerns can encourage more individuals to access care before challenges escalate.
 

Why language and organizational culture matter

Language  plays a meaningful role in shaping how people understand, discuss, and respond to behavioral health in the workplace. While language alone cannot eliminate stigma, respectful, non-judgmental words can help reinforce that behavioral health conditions are medical conditions and not personal failings.

For example, phrases such as “a person with schizophrenia” and “a person with a substance use disorder” keep the focus on the person rather than the diagnosis. Stigmatizing or dismissive language, however, can reinforce stereotypes and discourage people from seeking help.

Organizational culture  matters as well. It is reflected in what employees expect will happen after they ask for help. Will the conversation remain appropriately private? Will a manager respond without diagnosing, minimizing, or overreacting? Is the next step clear? Leaders shape those expectations through what they communicate, how managers are trained, and whether workplace policies are applied consistently.
 

Strategies that can help reduce stigma

For organizations, reducing stigma requires sustained effort to make behavioral health support more visible, accessible, and routine.

Key actions include:

• Make the path to care obvious and private: Explain what the EAP or behavioral health benefit does, how to access it, and what information is and is not shared with the employer. Use repeated, plain-language communication rather than a once-a-year campaign.
• Equip managers to respond: Train managers to recognize meaningful changes in behavior or performance, start a supportive conversation, refer employees to available resources, and escalate urgent safety concerns.
• Expand access to care: Integrated care models, virtual behavioral health services, and early intervention programs make support easier to access while encouraging employees to view behavioral healthcare as a routine part of overall health and ongoing well-being.