10 Mental Health Red Flags at Work

Mental health challenges don't announce themselves with a formal notice. They creep into the workplace gradually—through missed deadlines, shortened conversations, and subtle behavioral shifts that are easy to dismiss as 'just a bad week.' For managers and HR professionals, recognizing these early warning signs isn't just about productivity; it's about preventing genuine crises before they occur.

The cost of overlooking workplace mental health prevention is staggering. According to the World Health Organization, depression and anxiety cost the global economy an estimated $1 trillion annually in lost productivity. But beyond the numbers, there's a human cost—employees struggling in silence, conditions worsening without intervention, and preventable incidents that could have been addressed with early recognition.

This guide identifies 10 critical mental health red flags that frequently go unnoticed in professional settings. Each indicator includes actionable steps for intervention, helping you create a workplace culture that prioritizes psychological safety alongside physical safety.

When a consistently reliable employee begins producing uneven work—missing details they'd normally catch, submitting projects late, or showing unusual fluctuations in output quality—it often signals cognitive strain. Depression, anxiety, and chronic stress impair concentration, memory, and executive function.

What to look for: Uncharacteristic errors in routine tasks, difficulty meeting previously manageable deadlines, or a pattern of 'almost right' work that lacks the employee's usual thoroughness.

Action step: Schedule a private, non-judgmental check-in. Frame the conversation around support rather than performance criticism: 'I've noticed things seem different lately. How are you doing?'

Social withdrawal is one of the most visible—yet frequently rationalized—indicators of mental health struggles. An employee who previously engaged in team discussions, participated in informal conversations, or attended optional gatherings suddenly becomes noticeably absent from these interactions.

What to look for: Eating lunch alone consistently, declining team events they previously enjoyed, minimal participation in meetings, or communicating exclusively via email when in-person options exist.

Action step: Avoid forcing social participation. Instead, create low-pressure opportunities for connection and let the employee know the door is open without demanding they walk through it.

While frequent absences are an obvious concern, presenteeism—being physically present but mentally disengaged—is equally significant. Both patterns can indicate an employee struggling to cope with mental health challenges while trying to maintain professional appearances.

What to look for: Increased sick days with vague explanations, arriving late or leaving early regularly, or appearing physically present but unresponsive during work hours.

Action step: Review attendance patterns over time rather than reacting to individual incidents. Patterns reveal more than isolated events.

Mental health and physical health are inseparable. Chronic stress, anxiety, and depression manifest physically through fatigue, weight changes, poor hygiene, frequent headaches, or visible tension. These symptoms often appear before an employee recognizes or acknowledges their mental state.

What to look for: Persistent exhaustion despite adequate time off, noticeable changes in appearance or personal care, frequent complaints of headaches or stomach issues, or visible signs of tension like jaw clenching or nail-biting.

Action step: Approach with care and privacy. Physical observations are sensitive territory. Consider whether your EAP offers wellness check-ins that address both physical and mental health holistically.

When an employee's emotional responses seem disproportionate to situations—whether excessive frustration over minor setbacks, tearfulness during routine feedback, or unusual apathy toward significant events—it suggests their emotional regulation capacity is compromised.

What to look for: Overreaction to minor issues, emotional flatness where enthusiasm once existed, visible frustration or irritability that seems out of context, or tearfulness in professional settings.

Action step: Don't dismiss emotional reactions or tell employees to 'calm down.' Acknowledge their feelings, offer privacy if needed, and follow up when emotions have settled.

Language matters. When an employee who once spoke positively about their work, career prospects, or the organization begins expressing persistent negativity, hopelessness, or cynical detachment, it often reflects their internal mental state rather than objective workplace conditions.

What to look for: Statements like 'What's the point?' or 'Nothing ever changes,' loss of enthusiasm for previously engaging projects, dismissiveness about future plans, or dark humor that feels more serious than funny.

Action step: Take pessimistic statements seriously, especially if they represent a change. Direct expressions of hopelessness warrant immediate, compassionate follow-up and potential referral to mental health resources.

Decision fatigue and analysis paralysis are hallmarks of anxiety and depression. An employee who previously made confident choices may suddenly struggle with routine decisions, seek excessive reassurance, or avoid making any decisions at all.

What to look for: Repeated requests for confirmation on minor decisions, procrastination on tasks requiring judgment calls, delegation of decisions they'd normally handle, or visible distress when choices are required.

Action step: Temporarily reduce decision-load where possible. Offer clear guidance on priorities and let the employee know it's okay to ask for input without judgment.

Mental health struggles often erode interpersonal skills. An employee experiencing anxiety, depression, or burnout may become more defensive, less tolerant of colleagues' quirks, or quicker to perceive criticism or hostility where none exists.

What to look for: Increased complaints about coworkers, defensive responses to neutral feedback, difficulty collaborating on team projects, or a pattern of interpersonal friction with multiple colleagues.

Action step: Address conflicts through the lens of potential underlying causes. Before assuming interpersonal issues, consider whether mental health support might address the root problem.

For occupational health professionals, this red flag is particularly significant. When previously safety-conscious employees begin cutting corners, forgetting PPE, or showing carelessness around established protocols, it may indicate cognitive impairment from mental health challenges—or, more concerning, reduced concern for their own wellbeing.

What to look for: Skipping safety steps they normally follow, accidents or near-misses in previously safe employees, resistance to safety reminders, or apparent indifference to personal risk.

Action step: Treat safety lapses as potential mental health indicators, not just compliance issues. Investigate the 'why' behind the behavior before defaulting to disciplinary responses.

Sometimes employees communicate their struggles directly—or almost directly. Offhand comments about feeling overwhelmed, jokes about 'losing it,' or casual mentions of sleep problems, anxiety, or feeling 'burnt out' are often genuine signals wrapped in social acceptability.

What to look for: Comments about being exhausted 'all the time,' jokes about needing a mental health day, mentions of difficulty sleeping or relaxing, statements about dreading work, or any direct mention of anxiety, depression, or stress.

Action step: Take verbal cues seriously. Respond with genuine inquiry: 'You mentioned feeling burnt out—I want to make sure you have the support you need. Can we talk about it?'

If something feels 'off' about an employee—even if you can't pinpoint a specific red flag—trust that observation. Experienced managers often sense changes before they can articulate them. A simple, caring check-in costs nothing and could make a significant difference.

Recognizing red flags is only valuable if your organization has systems to respond effectively. Workplace mental health prevention requires infrastructure: accessible EAP programs, trained managers, clear pathways to support, and a culture where seeking help is normalized rather than stigmatized.

Workplace mental health prevention isn't about diagnosing employees—that's for healthcare professionals. It's about creating an environment where early warning signs are noticed, where conversations about wellbeing are normalized, and where support pathways are clear and accessible.

The ten red flags outlined here represent opportunities for intervention. Each one, when recognized early, can prevent escalation into workplace incidents, disability claims, or personal crises. As occupational health professionals, we're uniquely positioned to bridge the gap between physical safety protocols and psychological wellbeing.

For a comprehensive approach to workplace mental health, explore our complete guide to occupational health prevention strategies, which covers systematic approaches to identifying and mitigating all workplace health risks—physical and psychological alike.