2026+职场心理健康年度报告+The+2026+Workplace+Mental+Health+Annual+Report

SpringHealth6

The2026

WorkplaceMentalHealth

AnnualReport

Whatnewdatarevealsaboutsilentburnout,

mentalhealthleaves,andotherworkforceriskssoyourorganizationisready

SpringHealth◎

THE2026WORKPLACEMENTALHEALTHANNUALREPORT

Dorightforyourpeople.Dorightforyourbusiness.

You'reexpectedtotakecareofyourpeople,andyou'reexpectedtoprovethatcareisdeliveringvalue.

Oneisrootedinempathy,whiletheotherisrootedinbusinessoutcomes.It'sabigresponsibility.Andyouprobablyfeelthat.

Pressure.

Pressuretosupportemployeewellbeing.

Pressuretoprovideamentalhealthsolutionthatdeliversoutcomes.

Pressuretoshowmeasurableresultsfromthatinvestment.

In2026,thequestionisn'twhethermentalhealthmatters.It'swhetheryourstrategydeliverscareyourpeopleuseandresultsyoucanconfidentlyreporttoleadership.

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SpringHealth◎

THE2026WORKPLACEMENTALHEALTHANNUALREPORT

Whatthisreportprovides

Thisreportprovidesbenchmarkstoassesswhereyour

organizationandyouremployees'wellbeingstandtoday.

Itidentifiesclearsegmentgapsacrossroles,ages,countries,andincomelevels.Mostimportantly,ithighlightsthesignalstowatchbeforeissuesescalateandprovidesapractical

roadmapforactionthisyear.

Abouttheresearch

Thisreportwasdevelopedfromtwooriginalsurveysamong

500+HR/benefitsprofessionalsand1,500+full-timeemployeesacrossfivedifferentcountries(UnitedStates,Canada,Mexico,India,andtheUnitedKingdom).

·TheHRsurveywassubmittedtoavarietyofHRroles,

fromChiefHumanResourceOfficersandVicePresidentsofBenefitstoBenefitsManagersandHumanResource

Directors.HRprofessionalsmusthavebeenactivelyemployedwithinthoserolesatorganizationswithatleast500employees.

·Thefull-timeemployeesurveyincludedanyone18yearsofageorolderwhowasactivelyemployedfulltime.

ThesurveyswereconductedfromFriday,January30toWednesday,February4,2026.2

WorkforceRisk#1Whenyouremployees

showup,aretheyreallyshowingup?

WORKFORCERISK#1:SILENTBURNOUT

WhatthedatashowS

HRleadersestimatethatapproximately30%ofemployeesareexperiencingsilentburnout,whichwedefinedas"aslow,undetectedstateofexhaustionwhilemaintainingthe

appearancethateverythingisfine."Burnoutcaneventuallyleadtoabsenteeism(moresickdays,moretimeaway).

Silentburnoutoftenshowsupaspresenteeism,whichisoneofthecommonsymptomsemployeessaytheyexperience

whentheyareburnedout.

ofemployeesarebelievedtobeexperiencingsilentburnout,accordingtoHR/benefitsprofessionals

ofemployeeswhohaveexperiencedburnoutsaythattheyfeltphysicallypresentbutmentallycheckedout(presenteeism)

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WorkforceRisk#2Mentalhealthleaves

arerising.

Formany,theincreasesaresignificant.

WORKFORCERISK#2:LEAVES

WhatthedatashowS

Ifyourorganizationisexperiencinganincreaseinmentalhealthleaves,you'renotalone.Morethanthree-fifthsofHRleaderssaymentalhealthleaveshaveincreasedinthelastyear,withabout1in6reportinganincreaseof25%ormore.

Concernaboutthisincreasevariesbyrole:44.3%ofsenior

leadersciteitasatopissue,comparedto25.5%ofotherHRandbeneftsprofessionals.Thisreflectsthegrowingattentionmentalhealthleavesarereceivingfortheirbottom-lineimpact.

AmongHRandbenefitsprofessionals:

haveexperiencedanincreasein

mentalhealthleavesinthepastyear

saymentalhealthleaveshaveincreased25%ormoreinthepastyear

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saythatincreasedclaimsformentalhealth-relateddisabilityorleaveisatopconcernforthenextyear

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WORKFORCERISK#2:LEAVES

Whatitmeans

Mentalhealthleavesareoftenalate-stageindicatorofstrain.Theydisruptoperationalcontinuityandincreasetheburdenof

replacementandbackflling.

There'sanimpactontheemployeewhoisonleave,butthere'salsoanimpactonthosewhohavetofillthevoid.Thisisonewaythatrisingleavescancreatea"strainloop"sinceteamsoftenrespondinoneofthreeways:backfll,redistribute,ordeferwork.

·Ifarolecan'tbeeasilyreplaced(ora

backfilltakesweeks),teammatesabsorb

criticaltasksontopoftheirownworkloads.Thatcanincreaseerrorsandslowdelivery.

·Continuitybreaksinhigh-contextroles.Leavesinspecializedpositionscanmeanmissedhandoffs,delayeddecisions,andproductivityloss.

·New-hireleavesareespeciallyexpensive.Whentheygoonleave,youlosethetimeandinvestmentalreadyspentonrecruiting,onboarding,andramping.

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Whatleadingemployersdonext

Buildaclearpre-leavepathwaythatpairsearlyidentificationwithaconsistent"stay-at-workvs.leave"assessmentand

appropriatecare.Whenleaveisneeded,simplifypaperworkfortheemployeeandyourorganizationwiththerightsolutionformanagingintakeandimprovingoutcomesthatcanreducethepotentialforleaves.

Mentalhealthleavesareincreasingatevenhigherratesincertainindustries

Telecommunications

84%

Finance

72%

Hospitals/healthsystems

67%

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WorkforceRisk#3Keyawarenessandutilizationgapspersist

WORKFORCERISK#3:AWARENESSGAPS

WhatthedatashowS

Mentalhealthbenefitsareacriticalfactorintalentstrategy.Morethantwo-thirdsofemployeessaythesebenefits

areveryorextremelyimportanttotheirjobdecisions.

However,anawarenessgappersists.Overone-thirdof

employees,includingalmosthalfofallnon-managers,saytheyarenotofferedmentalhealthbenefitsorareunsure,eventhoughMentalHealthAmericaestimatesthatnearly

allmid-to-largecompaniesofferanEAP(EmployeeAssistanceProgram).²

ThisillustratesawidespreadgapbetweenthebenefitsHRoffersandemployees'awarenessofthem.Butwhendivingdeeperintothenumbers,additionalgapsexistacrossemployeesegmentsin:

·Howmuchemployeesvaluementalhealthbenefits

·Howawaretheyareofthem

·Howfrequentlytheyareused

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/resources/how-can-we-promote-oureap-to-increase-its-usage/

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WORKFORCERISK#3:AWARENESSGAPS

Keygap#1

Manyemployeesdon'trealize

69%

34%

66%

saymentalhealthbeneftsareveryorextremelyimportanttotheirjobdecisions

saytheyarenotoffered

mentalhealthbeneftsorareunsureiftheyare

saythey'veonlyoccasionally,

rarely,orneverusedtheir

employer'smentalhealthbenefits

they'reofferedanEAPormentalhealthbeneft

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WORKFORCERISK#3:AWARENESSGAPS

66

Ifthesupportisn'tcirclingdowntothefolksthemanagersaresupporting,theinvestmentdoesn'ttranslateintoimpact.Youhavetocommunicate

withdirectleaderssotheycanhaveconversationswiththeirteamsaboutwheretogotogetsupport."

JENFOLEY

VPOFCLINICALSALES,SPRINGHEALTH

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Whatitmeans

Whatleadingemployersdonext

Investmentvalueislostwhenbenefitsaren'tdiscoverable,trusted,orused.It'sasunkcost.Anditalsodamagestrustwithexecutiveleadership,whichexpectsthatthesetypesofinvestmentsareatleastbeingused.

TreatdiscoverabilityasaKPI.Track"notsure"ratesandusagebysegment(especiallymanagersvs.non-managers),thenfxthegapwithoneclearentrypointandplain-languageguidanceonprivacyandwhathappensnext.

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WorkforceRisk#4Financialstressisasignificant

mentalhealthrisk

WORKFORCERISK#4:FINANCIALSTRESS

WhatthedatashowS

Financialstressisshowingupasameaningfulmentalhealthrisk,bothinhowoftenemployeesciteitasachallengeandinhow

sharplyitriseswhenpeopledon'tfeelsupported.Nearly3in5employees(59%)saytheirfinancialstresshasincreasedoverthepastfiveyears,andfinancialstressisconsistentlymorecommonamongemployeeswhoreportinadequatementalhealthsupportthroughtheiremployer.

Atthesametime,themostcommonbarrierstogettinghelp

arepractical.Employeespointtoconstraintssuchastime,cost,privacy,andwaittimes.Importantly,thenatureofthesebarrierschangesbyincome:

Costismorelikelytoblockaccessforlower-incomeemployees,while...

Timescarcitybecomesthedominantbarrierathigherincomelevels.

Thissuggeststhat"one-size-fits-all"supportpathwaysandcommunicationswon'tworkacrossaworkforce.

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59%

74%

52%

ofemployeessayfinancialstresshasincreasedoverthepastfiveyears

ofemployeessaythatfnancialstresshassignificantlyorsomewhatimpactedtheirmentalhealth

higherlikelihoodthatemployeeswillsaythey

experiencefinancialstresswhentheyalsosaytheylackaccesstoadequatementalhealthsupport

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WORKFORCERISK#4:FINANCIALSTRESS

Barrierstocare

LACKOFTIMEAIlU.S.Employees

Lessthan$50K

$50,000-$99,999

$100,000-$149,999

$150,000ormore

43%

36%

35%

46%

50%

Lackoftimeandcostemergedasthetoptwobarrierstocare

foremployeesseekingmentalhealthsupport.However,therearenotableshiftsinbarrierprevalenceacrossincomelevels.

COST

AIlU.S.EmployeesLessthan$50K

$50,000-$99,999

$100,000-$149,999

$150,000ormore

42%

50%

49%

49%

34%

PRIVACYCONCERNS

AIlU.S.EmployeesLessthan$50K$50,000-$99,999

$100,000-$149,999$150,000ormore

一

Note:Breakdownbyannualhouseholdincome

(beforetaxes).U.S.employeesonly.

30%

18%

32%

34%

37%

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LONGWAITTIMES

AIlU.S.Employees

Lessthan$50K$50,000-$99,999

$100,000-$149,999$150,000ormore

STIGMA

AIlU.S.Employees

Lessthan$50K

$50,000-$99,999

$100,000-$149,999

$150,000ormore

29%

13%

35%

34%

31%

27%

18%

20%

31%

29%

LACKOFTRUSTTHATTHEY'LLGETBETTER

AIIU.S.Employees25%

Lessthan$50K22%

$50,000-$99,99924%

$100,000-$149,99927%

$150,000ormore23%

POORPROVIDERFITORAVAILABILITY

AIlU.S.Employees

Lessthan$50K

$50,000-$99,999

$100,000-$149,999

$150,000ormore

21%

15%

20%

26%

23%

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WorkforceRisk#5Sleepemergesasa

leadingindicatorof

wellbeingchallenges

WORKFORCERISK#5:SLEEP

WhatthedatashowS

Sleepissuesarethe#1mentalhealthchallengereportedby

employeesglobally(36%).However,HRleadersunderestimatethis,rankingitasthefifth-most-prevalentmentalhealthchallengeamongemployeeswithonlya21%estimate.Thisspotlights

aperceptiongap.Sleepissuesareevenhigheramongmanagersandhighearners.

36%

ofemployeessaythat"sleepissuesrelatedtomental

health”wasatopmentalhealthchallengeinthepastyear

15%

gap

21%

ofHR/beneftsprofessionalssaytheyfeelsleepissuesisatopmentalhealthchallengefortheiremployees

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WORKFORCERISK#5:SLEEP

35%

32%

31%

30%

29%

22%

Chronicstress

Anxietyorpanicsymptoms

Burnout

Financialstressoreconomicanxiety

Depressionormood-relatedconcerns

Difficultybalancingworkandcaregivingresponsibilities

Employees'top

mentalhealth

challengesinthepastyear

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WorkforceRisk#6Yourcompetitiveadvantage

throughROIneedsrefinement

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WORKFORCERISK#6:ROI

WhatthedatashowS

Beliefinthevalueofmentalhealthbenefitsishigh:89%ofHR/benefitsprofessionalssaythesebenefitscreateacompetitiveadvantage.However,only9%describedtheirsolutionasclearlydrivingdownhealthplanspend.

Organizationswithenhancedsolutionsareseeingbetterresults,with97%reportingacompetitiveadvantagecompared

to84%ofthosewithnon-enhancedsolutions.Additionally,

organizationswithenhancedsolutionsaremorelikelytoembedmentalhealthmetricsintobusinessreviewsandoffer

manager-specifictraining.

AmongHR/benefitsprofessionalsofferinganenhancedmentalhealthsolution:

86%

22%

42%

saidthey'remeasuringtheROloftheirmentalhealthbenefits

morelikelytosaytheyare"verysatisfed"withtheirmentalhealthsolution

morelikelytosaytheyincludementalhealthmetricsinquarterly/annualbusinessreviews

Beliefinmentalhealthbenefitsishigh,

butbeliefdoesn'tprotectbudgets.

Whenleaderscan'tconnectamentalhealthinvestmenttomeasurableoutcomes,the

programbecomesvulnerabletoscrutinyinrenewalsandbudgetcycles.

WORKFORCERISK#6:ROI

ThisisanopportunitytoredefinewhatROIreallymeans.Itshouldinclude:

Whatitmeans

·Healthplansavingsthankstoproactive,measurement-basedmentalhealthcare.

·Workplaceoutcomessuchasreducedpresenteeism,fewerandshorterleaves,andlowerturnoverrisk.

·Thecostofthementalhealthsolutionitself.

ThebestprogramsmakeROlclearand

defensible-bydeliveringreturnsthat

exceedthecostofthesolution.Increasingly,employersarealsodemandingmore

predictablemodels,whereoutcomescanbeforecasted,notjustmeasuredafterthefact.

Whenutilizationrisesandemployeesareconnectedtotherightlevelofcare,

employersarebetterpositionedtoimproveoutcomesandmakeaconfidentcasefor

continuedinvestment.

Howareyoucurrentlytying

mentalhealthoutcomesto

widerorganizationalgoals?

AligningmentalhealthKPlswithHRorpeopleteamgoals

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Trackingcorrelationsbetweenmentalhealthusageandemployeeretention

Integratingmentalhealthoutcomesintodiversityinitiativesorreporting

Usingemployeeengagementorpulsesurveystoassessmentalhealthimpact

Measuringimpactofmentalhealthonabsenteeismandpresenteeism

50%

44%

52%

44%

53%

48%

Includingmentalhealthmetricsinquarterlyorannualbusinessreviews

31

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Turnbenchmarksintoaplanfortheyearahead

Workforcementalhealthisconstantlyevolving,andkeepingupwithwhat"good"lookslikeishard.Takingthetimetobenchmarkwhereyoustandisastrategicstep.It'salsothefoundationfordecisionsyoucandefendwithleadership.

Mentalhealthisnolongerastandalonewellbeinginitiative.It'sastrategyleadersarejudgedon:

·Atalentstrategy,becauseexpectationsformentalhealthsupportnowinfluencejobdecisions.

·Acoststrategy,becausestrainoften

escalatesintooperationaldisruptionandleavesrisk.

·Acredibilitystrategy,becauseHRteamsareaskedtojustifyspendwithoutcomes,notassumptions.

Thegoalisn'ttoaddmoreprograms.It'stomakesupportdiscoverable,accessible,andeffective,andtomeasureimpactinawayleadershiptrusts.

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ByDay30:

Diagnose

ByDay60:

Act

ByDay90:

Evaluate&prove

Yournext90days

Pinpointwhereriskisconcentratedbysegmentingawareness/utilizationandmappingtheemployeejourneyfrom"need"to

"care.