Mental ill-health is a substantial business risk. Rising costs from absenteeism, presenteeism (when employees are physically present but mentally unwell and underperforming), lost productivity, and psychological injury claims are putting increasing pressure on organisations. With psychosocial safety regulations now requiring businesses to manage psychological hazards, mental health is no longer a “nice to have”, it’s a compliance obligation.
Psychological injuries result in an average of 27 weeks off work, compared to just 5.5 weeks for physical injuries (Safe Work Australia). If we put that into economic terms, mental ill-health costs Australia $220–$248 billion annually (roughly $800–900 million per day).
What’s more, the longer someone is away, the harder it is to bring them back: after 20 days off, the likelihood of returning drops to 70%, and after 70 days, it falls below 35% (Australasian Faculty of Occupational and Environmental Medicine, 2011).
GSA collaborate with Penny Dillon (Mind Mood Food), mental health speaker and educator, to offer key insights on workplace mental health, and how employers can adapt in today’s complex work environment.
With 1 in 5 Australians experiencing a mental health condition each year, the likelihood that someone in your team is struggling right now is high. Delaying support risks both people and profit.
Do you know how to spot the signs that one of your team might be struggling?
Staff can be easily trained to notice early warning signs and take appropriate action. A timely check-in or referral can stop problems from escalating, reduce time off work, and help people stay connected to their role.
A strong culture isn’t just good for morale, it’s also good for business. When employees feel psychologically safe to speak up, ask for help, or admit they’re struggling, issues are more likely to be addressed early.
Leaders who model authentic and open communication, realistic and well-distributed workloads, healthy boundaries and vulnerability create protective environments.
Getting the culture right also helps protect the organisation from psychosocial safety claims. And the investment pays off - for every $1 spent on effective workplace mental health initiatives, businesses see an average return of $2.30 (PwC/NMHC).
Remote and hybrid work have become the norm in many industries, but they also make it harder to spot when someone’s not coping. Without regular connection, signs of distress such as withdrawal, presenteeism and even poor personal hygiene can be missed.
Building a consistent cadence of simple yet meaningful check-ins helps maintain trust, engagement, and visibility no matter where your people are working. These conversations don’t need to be formal - just regular and intentional. E.g. a daily morning emoji or word to express how the person is feeling can help leaders and colleagues identify shifts in mood.
What checks and measures does your organisation have in place to ensure remote and hybrid workers feel supported and seen?
Many employees (especially those in caring or customer-facing roles) find themselves supporting others in distress. But without the tools or training to manage those conversations safely, this support can come at a personal cost. Emotional fatigue, burnout, and vicarious trauma are real risks.
Training staff to listen with empathy while referring to professional support ensures people are helped in a way that’s safe for everyone. It’s about learning to hold space without holding the burden… and knowing when, where, and how to refer someone so they can access the right professional help.
Digging deeper into these ideas, we spoke with one of our colleagues at GSA to hear how a positive outlook impacts his work and personal well-being, and what helps him keep a healthy mindset.
The Power of a Positive Frame of Mind
When I’m in a positive frame of mind, everything about my work improves. My focus is sharper, my decisions are clearer, and I’m able to approach challenges with patience and creativity. I work more efficiently, solve problems faster, and enjoy engaging with others to find the best outcomes.
For me, maintaining that mindset is all about balance. I make it a priority to always have something to look forward to, whether it’s a long-term holiday, a weekend catching up with friends, or a simple dinner with family. Those moments of joy outside of work give me perspective and energy that I can bring into the workplace.
The same is true within my professional life. I’m happiest and most productive when I’m being challenged, supported, and recognised for my contributions. Company events and opportunities to connect with colleagues and clients, as well as access to senior staff for guidance, all play a big part in keeping me motivated. When I feel valued and engaged at work, combined with a fulfilling personal life, I find I’m more resilient, creative, and driven to achieve outcomes that benefit both myself and the team around me.
- Daniel Bowyer, Client Executive – General Insurance
As mental health becomes a top workplace concern, addressing psychological risk is no longer optional but key to protecting your people and your bottom line.
Explore a holistic approach to workplace mental health with the GSA team and leading expert, Penny Dillon. Contact Charles Galayini at CharlesG@gsaib.com.au or 0414 421 425 for more information.
