How Mental Health First Aiders Can Support Employees During Organisational Change
Changes to a company’s structure can be challenging for everyone. Whether an organisation is going through a merger, restructure, redundancy programme, leadership change or the introduction of new ways of working, employees may experience uncertainty, stress and concern about the future.
During these periods, Mental Health First Aiders (MHFAiders) can play an important role in helping colleagues feel supported, listened to and connected. They are not therapists or counsellors, but they can provide an approachable first point of contact for employees who may be struggling with their mental health.
Why organisational change can affect mental health
Workplace change can create a range of emotional and practical pressures, including:
- Worry about job security or future responsibilities
- Stress caused by unclear information or changing expectations
- Feelings of loss when teams, roles or routines change
- Increased workloads during periods of transition
- Anxiety about new managers, colleagues or reporting structures
- Reduced morale, motivation or sense of belonging
- Difficulty maintaining a healthy work-life balance
Even employees whose roles are not directly affected may feel unsettled. They may be concerned about colleagues, uncertain about what the change means for them or struggling to adapt to a new working environment.
Recognising these potential impacts is an important first step in creating a supportive workplace.
Providing a safe and approachable point of contact
During organisational change, employees may not feel comfortable raising concerns with their manager or HR. A Mental Health First Aider can offer a confidential and informal space for people to talk.
An MHFAider can:
- Listen without judgement
- Acknowledge how the person is feeling
- Help them identify what support they may need
- Signpost them to appropriate internal or external services
- Encourage them to speak with a manager, HR representative or occupational health professional where appropriate
- Help identify whether immediate support is required
Sometimes, being able to speak openly with someone who will listen can help reduce feelings of isolation and anxiety.
Helping to reduce uncertainty
A lack of information can make workplace change feel more stressful. While Mental Health First Aiders should not speculate or share confidential information, they can help employees manage uncertainty in constructive ways.
For example, they can encourage colleagues to:
- Use trusted company channels for updates
- Ask questions through the appropriate internal processes
- Focus on what they can control
- Break large concerns into smaller, manageable steps
- Maintain regular routines where possible
- Take proper breaks and use available wellbeing resources
MHFAiders can also provide feedback to organisational leaders when they notice common themes or concerns—without breaching confidentiality. This may help the organisation identify where clearer communication or additional support is needed.
Encouraging connection and inclusion
Structural change can disrupt established teams and relationships. Employees may feel disconnected, particularly if they move to a new department, begin reporting to a different manager or start working in a hybrid or remote arrangement.
Mental Health First Aiders can encourage connection by helping promote:
- Peer-support networks
- Team check-ins
- Informal opportunities for colleagues to stay connected
- Inclusive communication practices
- Wellbeing activities
- Buddy or mentoring arrangements for people moving into new roles
A sense of belonging can be particularly valuable during uncertain periods. Small actions—such as checking in with a colleague, inviting someone to a team conversation or making time for an informal discussion—can make a meaningful difference.
Supporting managers and team leaders
Managers may also be under considerable pressure during organisational change. They may be responsible for communicating difficult decisions, managing increased workloads and supporting employees while dealing with their own concerns.
Mental Health First Aiders can help managers by:
- Sharing general information about workplace wellbeing resources
- Encouraging regular, supportive conversations with team members
- Highlighting the importance of active listening
- Signposting managers to leadership or occupational health support
- Raising awareness of changes in team morale or wellbeing trends
However, MHFAider’s should not be expected to take responsibility for managing employee wellbeing on behalf of the organisation. Managers and leaders remain responsible for appropriate communication, workload management and risk assessment.
Recognising when further help is needed
Mental Health First Aiders are trained to provide initial support, not diagnosis or treatment. If someone’s distress is severe, ongoing or affecting their ability to function, they may need additional professional help.
An MHFAider can encourage the person to contact:
- Their GP or primary healthcare provider
- An employee assistance programme
- Occupational health
- A qualified counsellor or therapist
- A relevant mental health charity or support service
- Emergency services if there is an immediate risk of harm
If someone talks about suicide, self-harm or an immediate danger to themselves or another person, this should be treated seriously and escalated in line with the organisation’s safeguarding and emergency procedures.
Looking after the Mental Health First Aiders
Supporting others during organisational change can be emotionally demanding. MHFAiders need support too.
Organisations should make sure that Mental Health First Aiders:
- Have clear boundaries around their role
- Know how to access supervision or debriefing
- Are not overloaded with requests
- Understand confidentiality and escalation procedures
- Have time to look after their own wellbeing
- Are supported by HR, occupational health or senior leaders
MHFAiders should remember that they are not expected to solve every problem. Listening, signposting and helping someone access appropriate support are valuable contributions.
How organisations can make the most of their MHFA network
Mental Health First Aiders are most effective when they are part of a wider organisational approach to wellbeing. Employers should:
- Communicate clearly and consistently
Provide timely updates about the change and explain where employees can ask questions. - Make support easy to find
Ensure employees know who the Mental Health First Aiders are and how to contact them. - Protect confidentiality
Establish clear boundaries around what can and cannot be shared. - Train managers
Managers should understand how to have supportive conversations and respond appropriately to concerns. - Monitor workloads and role clarity
Excessive workloads and unclear responsibilities can increase stress during transition. - Invite feedback
Give employees opportunities to share concerns and contribute to the way change is implemented. - Review support regularly
Wellbeing needs may change as the restructuring progresses, so support should not be limited to the announcement period.
Creating a more resilient workplace
Organisational change is not always avoidable, but the way it is managed can make a significant difference. Mental Health First Aiders can help create a culture where employees feel able to speak openly, ask for help and access support before difficulties become more serious.
Their role is not to remove the challenges of change. Instead, they help people navigate those challenges with compassion, practical support and appropriate signposting.
When Mental Health First Aiders are supported by clear leadership, effective communication and strong workplace wellbeing policies, they can become an important part of a healthier and more resilient organisation.
During times of change, people may not remember every announcement or process—but they are likely to remember whether they felt heard, respected and supported.
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