Supporting Employees Through Tough Times

Jan 28

What small businesses can do when big-company mental health benefits aren’t an option

When I worked in corporate HR, I would often talk with managers who wanted advice on employee issues—absences, low productivity, frequent mistakes. I would ask the manager if they had spoken to the employee and asked them what was going on. Usually, they said that they hadn’t.

The conversation would go something like this:

Me: “Tell me what’s going on.”
Manager: “Jane has called out sick three times in the last month, and she’s a critical part of the current project. We’re falling behind schedule, and the team is feeling the pressure. I think it’s time to move forward with a performance warning.”
Me: “Have you had a one-on-one conversation with Jane to ask her what’s going on?”
Manager: “No.”
Me: “…Okay, but I see here in her records that Jane has been an excellent worker. You’ve given her high ratings for teamwork, project delivery, and technical knowledge. She’s never had an attendance issue before now. You should have a direct conversation with her to ask what’s happening before jumping to corrective action.”
Manager: “What if it’s outside of work issues? I think employees should leave their outside issues at the front door.”

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Human beings are not robots. They come as a full package—highs, lows, and everything in between. It’s simply not realistic in today’s world to ask people to be fully present at work and completely unaffected by what’s happening in their lives. The TV show Severance is fiction, not a management model.

Over the last 30-ish years, we’ve lived through a lot: 9/11 and the wars that followed, the 2008 financial crash, COVID, and an increasingly volatile political climate. These experiences shape people. They don’t stop at the office door.

While it is not your job as an employer to solve every personal problem, it is in your company’s best interest to understand how to be supportive. Research consistently shows that employee mental health impacts engagement, productivity, and retention.

Small businesses rarely have those budgets or headcounts to deploy Employee Assistance Programs (EAPs) or robust mental health coverage. But the good news is: many of the most effective supports cost little to nothing.

What matters most is culture, leadership behavior, and basic human connection. Leading with empathy builds trust and loyalty.

Here are examples of ways small businesses can support employee mental health

1. Flexible Scheduling Options

Flexibility is one of the most powerful low-cost benefits you can offer.

Options include:

Early or late start times

Hybrid or remote work when feasible
Part-time or job-sharing arrangements
Compressed schedules (such as four 10-hour days)

Flexibility gives employees breathing room. It allows them to manage appointments, family responsibilities, and mental health needs without constant fear of workplace punishment. For many people, this is more valuable than a raise.

2. Subsidized or Supported Mental Health Care

Even if you can’t afford to cover therapy directly, you can still reduce barriers to care:

Ask your benefits broker or health insurance provider about mental health add-ons or low-cost support tools
Share free or low-cost resources, such as:

Local community mental health centers
State-sponsored counseling programs
Nonprofit organizations offering sliding-scale services
Regularly scheduled wellness-related “lunch & learns”; be sure to ask your employees what would be most helpful and interesting. Do not make attendance compulsory, but rather an attractive option.

Simply making this information visible sends a powerful message: your well-being matters here.

3. Regular Manager Check-Ins That Aren’t Just About Tasks

One of the biggest missed opportunities in small organizations is the one-on-one conversation.

Monthly or biweekly check-ins should include questions like:

“How are you doing, really?”
“What’s been hardest lately?”
“What support would make your job easier right now?”
“Are your workload and expectations manageable?”

Some words of caution:

These conversations should come from a place of authenticity and care. If your managers do not have the skill to conduct these conversations, you should coach and model the appropriate behaviors before encouraging them to move forward.
Do not pry into people’s personal lives. These should be voluntary conversations with open-ended questions as listed above. If there are specific health related issues that are voluntarily mentioned, don’t panic or cut the conversation short. Ensure privacy and do not promise a solution. Please seek advice from a trusted leader, company HR manager or internal legal representative.
It’s also important to document these conversations and seek professional support with legal compliance issues that may come up including FMLA, ADA, or other relevant state/federal laws.

4. Creating a Culture Where Asking for Support Is Normal

Stigma is one of the greatest barriers to mental health support at work. If employees believe they’ll be judged, penalized, or labeled as “weak,” they will stay silent—even when they’re struggling.

Practical ways to normalize support: