We readily accept that those who survive violent crime, abuse, natural disasters or sudden loss may experience trauma and need specialist support. Less widely recognised is the fact that professionals who work with traumatic material or traumatised clients can themselves be profoundly affected—even if they were never directly harmed. For barristers, solicitors, and others engaged in criminal, family, immigration, human rights, child protection, or public inquiry work, repeated exposure to disturbing evidence and harrowing testimony can leave an enduring mark. Over time, this can manifest as secondary trauma or, in more severe cases, vicarious trauma—conditions that carry real risks for wellbeing, professional competence, and retention in the profession.

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This tribunal case is a “powerful reminder” that mental health conditions such as depression are legally protected under the Equality Act and that employers should “handle them with both empathy and rigour”, said Lou Campbell, founder and director of Wellbeing Partners, an employee mental health services provider. She told HR magazine: “HR can learn from this ruling that mental health support must be proactive, not reactive. It’s essential to document conversations, seek professional input early, and demonstrate a consistent, person-centred process.”

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EAPs were originally designed for short-term, low-intensity support – typically a handful of sessions to manage everyday stress or family issues. But the landscape of mental health at work has changed dramatically. Today’s challenges are far more complex: burnout, anxiety, trauma, neurodivergence, and the effects of chronic stress. These are not issues that fit neatly into pre-set call quotas or generic talking scripts. For organisations, there’s another issue: cost without clarity. Traditional EAPs are usually subscription-based, meaning companies pay annual fees regardless of whether employees use the service. In some cases, the utilisation rate is as low as 5%. That’s a lot of money for something few employees trust enough to use.

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Why In-House Counselling Works Dedicated workplace specialists – Counsellors familiar with organisational life can relate to the pressures of hybrid work, high workloads, and team conflict, helping employees feel understood. Flexible access and clear confidentiality – Staff can choose in-person or online sessions, reducing logistical barriers and reinforcing trust. Support for all levels of need – Unlike many EAPs that set thresholds, in-house counsellors support everyone—from employees facing mild stress to those experiencing trauma or chronic mental-health difficulties. Preventive and performance-focused – Early, person-centred support prevents escalation, strengthens resilience, and improves attendance and engagement.

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The Limits of the Traditional EAP Conventional EAPs were created decades ago to offer brief interventions for everyday issues such as financial stress or family problems. But modern employees are grappling with more complex and persistent challenges: burnout, anxiety, trauma, and neurodivergent mental-health needs. As I often tell employers, the EAP model itself has become outdated. Subscription-based schemes can encourage low-touch, high-volume delivery that misses the personalised care employees now expect. The result is that organisations pay annual fees for services few people access, while those who do often find the support too generic to help.

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Lou Campbell, founder and director at mental health service Wellbeing Partners, told HR magazine: "Many organisations are realising that traditional Employee Assistance Programmes (EAPs) often don’t deliver what employees actually need." She explained that EAPs can feel inaccessible and impersonal, and the subscription model often means companies pay for support that isn’t fully used. Campbell suggested that employers can use a pay-as-you-use model, adding that “when workplace mental health support is approachable and meets the needs of employees, they will use it.”

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Confidential counselling is also an effective way to reach men in the workplace, says Lou Campbell, employee counsellor, wellbeing coach and programmes director of Wellbeing Partners. “Having a dedicated counselling team that provides confidential and easily accessible support for burnout, relationship issues, substance misuse, insomnia, as well as mental health issues such as anxiety and depression, ensures a greater take up of individualised care for each male employee who requires it,” she adds. Another way to support male employees is to encourage them to seek help and utilise existing support, such as health screening benefits or employee assistance programmes. Offering incentives for healthy behaviours and seeking feedback on health initiatives can also be useful.

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Lou Campbell, a relationship counsellor, explains that the telling-off "is entirely made for TV" as qualified therapists "challenge behaviours" but don't scold their clients. She thinks the matchmakers using this technique is concerning because "many participants seem quite vulnerable and could benefit from real individual therapy".

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The number of people experiencing mental health issues in the workplace remains high. A quarter of UK workers have reported being unable to cope with the stresses and pressures of the workplace, whilst last year one in five employees took time off work because of mental health issues. Shockingly, more than 50% of all sick leave in the UK is a result of stress, depression or anxiety. Part of this is the mental health legacy of the pandemic, but there is much in the day-to-day demands of the workplace that is contributing to these issues. Long hours, being on call for emails and messages outside work hours, the shifts in energy required by hybrid working, a lack of work-life balance and troubles with workplace relationships are all factors contributing to mental health pressures and if people do not have the support and tools to cope, then the workplace mental health...

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The theme of this year’s World Mental Health Day, taking place on 10th October, is “It is time to prioritise mental health in the workplace”. It’s a much needed opportunity to focus our attention on the mental health challenges faced in the modern workplace. Long hours, being on-call for emails and messages outside work hours, the shifts in energy required by hybrid working, a lack of work-life balance and troubles with workplace relationships. These are all factors contributing to mental health pressures and if people do not have the support and tools to cope, then the workplace mental health crisis will continue. In this article, Lou Campbell, Workplace counselling psychotherapist, and director of Wellbeing Partners, outlines small but important changes that can be woven into our day to help us build the foundations of good mental health at work.

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