In German companies, physical illnesses have long since been removed from the taboo: Anyone with a cough or fever is met with understanding and wishes for recovery. The situation is still very different when it comes to mental stress. Here, there is reluctance, uncertainty or silence - even though mental illnesses have become part of society. Every year, almost one in three people in Germany is affected.
Dr Eva Elisa Schneider - psychologist, psychotherapist, author and one of the most visible voices for mental health in the workplace - is familiar with this discrepancy between reality and corporate culture from years of working with organizations of all sizes, from young start-ups to listed corporations. Her clear message to HR and managers: "Actually, we already have an incredible number of options. We just have to get going and get started." But how do good intentions become a real lever for corporate success? And how does HR manage to permanently anchor mental health in everyday working life?
Team culture as the foundation for mental strength
An open team culture can make all the difference. A personal example from Eva Schneider shows just how powerful psychological security can be: "I told my team that I was going to therapy. And they immediately signaled their support for me. Suddenly my therapy time in the calendar was respected." However, such experiences are not yet a matter of course. In many organizations, a lack of knowledge, invisibility and deeply rooted prejudices prevent an open discussion about mental health. Added to this are simplified representations and half-truths from social media, which tend to increase rather than reduce uncertainty.
The following applies: responsibility for mental health is not purely an HR task. It arises from the interaction of all those involved - if:
* Employers not only promise care, but also exemplify it
* Managers take a clear position
* teams are attentive to each other and open up spaces for discussion
Or, as Eva Schneider aptly puts it: "Not everyone has the same leverage, but everyone can make a difference in their own sphere of influence."
Safe spaces, honest communication and the courage to allow vulnerability are crucial. Mental health is particularly effective when HR supports this attitude with clear structures, offers and visibility.
From theory to practice: anchoring mental health in everyday working life
Many companies now have health guidelines and internal policies. But paper alone does not change anything. Culture is reflected in everyday life - in the behavior of managers, in meetings and in dealing with stress peaks.
A credible attitude is created when managers set boundaries themselves, respect breaks and not only allow healthy behavior, but also value it. The change is clearly moving in the direction of prevention: away from simply reacting to absences and towards recognizing stress at an early stage.
HR plays a key role here by creating sustainable structures together with managers, for example through:
* regular mood and pulse surveys
* short, open check-ins in team meetings
* transparent points of contact for feedback and support
In this way, abstract rules and regulations become practical guidelines and mental health can actually be experienced in everyday working life.
In order to not only address mental health but also actively promote it, companies need low-threshold offers that employees can use independently. Holistic corporate wellbeing solutions such as EGYM Wellpass combine exercise, relaxation and mental regeneration - and thus support precisely the preventative approach that modern HR work needs today.
Three key levers for sustainable cultural change
To ensure that mental health does not stop at well-intentioned campaigns, three central building blocks are needed:
Build competencies
Having conversations about stress, recognizing warning signals and reacting empathetically is not a matter of course. These skills can be trained - most effectively through practical formats such as role plays, workshops and peer feedback. Eva Schneider puts it in a nutshell: "This is a human skill. Theory alone is not enough."
Living a visible attitude
Managers shape culture. Authenticity, approachability and selective openness create trust without having to reveal private details. Even small, honest insights lower inhibitions and promote dialog.
Integrating mental health along the employee lifecycle
From the job advertisement to onboarding and exit interviews: mental health should be considered everywhere. Those who consistently make offers, values and attitudes visible show that it is an integral part of the corporate culture, not a marginal issue.
Mental health in practice: 7 concrete steps for HR
1. reflect on your own attitude and set a visible example
2. develop health policies together with teams
3. establish regular awareness formats and information offerings
4. train managers specifically in mental health skills
5. introduce structures for the early detection of stress
6. actively communicate mental health in employer branding
7. share successes, lessons learned and positive examples within the company
Mental health as a real competitive advantage
Companies that view mental health merely as a feel-good issue are leaving enormous potential untapped. A strategically anchored, preventative mental health culture increases motivation, loyalty and innovative capacity - and is increasingly becoming a decisive factor in the competition for talent.
Investing today not only strengthens the performance of the organization, but also the trust of employees, in the long term and sustainably.
Editorial team fitnessmarkt.de
Source: EGYM Wellpass GmbH
Image source: #661041682 Studio Romantic / stock.adobe.com
Published on: 3 February 2026