www.hhs.gov Open in urlscan Pro
2a02:26f0:480:293::219c  Public Scan

Form analysis
0 forms found in the DOM

Text Content

Skip to main content

An official website of the United States government

Here’s how you know

Here’s how you know

Official websites use .gov
A .gov website belongs to an official government organization in the United
States.

Secure .gov websites use HTTPS
A lock ( Lock A locked padlock ) or https:// means you’ve safely connected to
the .gov website. Share sensitive information only on official, secure websites.

U.S. Department of Health and Human Services
Office of the U.S. Surgeon General
HHS.gov
 * Priority Areas
   * COVID-19
   * Health Misinformation
   * Health Worker Burnout
   * Workplace Well-Being
   * Youth Mental Health
 * House Calls Podcast

 1. Our Priorities
 2. Workplace Well-Being

Our workplaces play a significant role in our lives.
Work affects both our physical and mental well-being — in good ways and bad.
The COVID-19 pandemic brought the relationship between work and well-being into
clearer focus.


OUR NATION’S CURRENT WORKPLACE LANDSCAPE

Recent surveys suggest...

76%

of U.S. workers reported at least one symptom of a mental health condition.

Source: Mind Share Partners’ 2021 Mental Health at Work Report

84%

of respondents said their workplace conditions had contributed to at least one
mental health challenge.

Source: Mind Share Partners’ 2021 Mental Health at Work Report

81%

of workers reported that they will be looking for workplaces that support mental
health in the future.

Source: APA’s 2022 Work and Well-being Survey results


WRITTEN DOCUMENT ON WORKPLACE WELL-BEING

We can build workplaces that are engines of well-being, showing workers that
they matter, that their work matters, and that they have the workplace resources
and support necessary to flourish.
This 30-page Surgeon General’s Framework for Workplace Mental Health and
Well-Being offers a foundation that workplaces can build upon. Download the
document PDF or continue scrolling to learn more.
Download PDF

[PDF, 3.2MB]

Learn more

EssentialsJump toClose
 1. Protection from Harm
 2. Connection & Community
 3. Work-Life Harmony
 4. Mattering at Work
 5. Opportunity for Growth

 1. Protection from Harm
 2. Connection & Community
 3. Work-Life Harmony
 4. Mattering at Work
 5. Opportunity for Growth

The Surgeon General’s Framework for Workplace Mental Health and Well-Being

Centered on the worker’s voice and equity, these Five Essentials support
workplaces as engines of well-being. Each essential is grounded in two human
needs, shared across industries and roles. Creating a plan to enact these
practices can help strengthen the essentials of workplace well-being.

Explore the Framework

Protection from Harm
Overview

The first Essential of this Framework is Protection from Harm. Creating the
conditions for physical and psychological safety is a critical foundation for
ensuring workplace mental health and well-being. This Essential rests on two
human needs: safety and security.

Safety
Human Needs

Safety is protecting all workers from physical and non-physical harm, including
injury, illness, discrimination, bullying, and harassment.

Security

Security is ensuring all workers feel secure financially and in their job
future.

Key Components
Prioritize workplace physical and psychological safety
People cannot perform well at work if they feel physically or psychologically
unsafe. Reducing harmful impacts of the work environment begins with a review of
existing conditions to ensure compliance with occupational health and safety
standards. Leaders at all levels can collaborate with workers to examine and
eliminate physical and psychological hazards, then design, implement, and
regularly evaluate programs workplace safety. It is also important to keep in
mind that racial and ethnic minority workers are at higher risk for workplace
injuries. This has led to an increased frequency and prevalence of work-related
disabilities for non-Hispanic Black and foreign-born Hispanic workers.
Enable adequate rest
Insufficient rest, possibly from long work hours or working multiple jobs, can
put the physical, emotional, and mental health of workers in danger. Workers who
do not get adequate rest are more likely to have a workplace injury or make
mistakes. Long work hours have also been shown to raise workers’ risk for
exhaustion, anxiety, and depression. Additionally, fatigue diminishes
productivity as the risk of burnout soars.
Normalize and support mental health
Organizations can further normalize and support mental health by modeling,
communicating, and regularly promoting services. Employers should provide
comprehensive health care coverage that includes access to mental health
benefits. Organizations can make mental health care more easily accessible while
also ensuring confidentiality. This includes supporting access to quality and
affordable mental health care services—including telehealth, on-site, and
off-site after-hours care—and encouraging time off for mental health care.
Operationalize DEIA* norms, policies, and programs
In inclusive workplace cultures, all workers—including those from diverse racial
and socioeconomic backgrounds—feel safe to be authentic and express their
feelings. This depends on a culture of trust where all co-workers welcome and
value each other’s unique perspectives. When diversity is celebrated as a source
of strength, workers experience less stress and anxiety as bias and prejudice is
not tolerated. Employers can prioritize diversity, equity, inclusion, and
accessibility (DEIA) norms by putting relevant policies and programs in place.
Inclusive leadership is vital for fostering diversity among teams and is
required to support a work environment where all team members feel valued and
represented.

*Diversity, equity, inclusion and accessibility

Find more information on the resources page
Connection & Community
Overview

The second Essential of the Framework is Connection and Community. Fostering
positive social interactions and relationships in the workplace supports worker
well-being. This Essential rests on two human needs: social support and
belonging.

Social Support
Human Needs

Social Support is having the networks and relationships that can offer physical
and psychological help, and can mitigate feelings of loneliness and isolation.

Belonging

Belonging is the feeling of being an accepted member of a group.

Key Components
Create cultures of inclusion and belonging
Organizations can begin to build social connections and community at work by
encouraging what scientists call “prosocial” behavior. Prosocial behavior
promotes positive social relationships through welcoming, helping, and
reassuring others. Workplace cultures that promote belonging can also foster a
powerful protective force against bias, discrimination, and exclusion in the
workplace. Organizations can create environments where connection is encouraged,
and workers of all backgrounds feel included.
Cultivate trusted relationships
Having supportive work relationships can improve performance and is associated
with worker engagement and innovation. These relationships include those between
leaders and workers, among workers collaborating on teams, and between workers
and their consumers and customers. Having clear and consistent communication
between workers and leaders is foundational in building trust. Promoting trust
among leaders and workers begins with listening to worker concerns and
explaining why key decisions are made within an organization. Leaders can build
trust through small, everyday interactions, for example, by modeling and
inviting others to share small moments of their life with them.
Foster collaboration and teamwork
The future of work includes both remote and hybrid work, in a variety of
full‑time and part‑time arrangements. So, there is even more need to be
intentional about how to build teams, communicate, and collaborate. Leaders in
organizations can communicate the importance of teamwork, encourage frequent
communication, model authenticity, provide teams with effective collaboration
tools, and include time for non-work connection and possibly community service.
Find more information on the resources page
Work-Life Harmony
Overview

The third Essential of this Framework is Work-Life Harmony. Professional and
personal roles can together create work and non-work conflicts. The ability to
integrate work and non-work demands, for all workers, rests on the human needs
of autonomy and flexibility.

Autonomy
Human Needs

Autonomy is how much control a worker has over when, where, and how they do
their work.

Flexibility

Flexibility is ability of workers to work when and where is best for them.

Key Components
Provide more autonomy over how work is done 
Organizations that increase worker control over how, when, and where work is
done can avoid work and life conflicts, build more trust in workplaces and
co-workers, and improve health. Leaders can increase worker control over scope
of work, process for accomplishing projects, and scheduling and
location—including condensed hours or work weeks and remote or hybrid work
arrangements. These measures can reduce turnover as workers report greater
productivity and increased satisfaction with work.
Make schedules as flexible and predictable as possible
Unstable and unpredictable scheduling is linked to increased income volatility,
an increased risk of economic hardship, which can degrade physical and mental
health. Schedule irregularity among workers can also lead to work-life conflicts
that negatively affect relationships both in and out of the workplace, including
behavioral and mental health challenges in children of working parents. Workers
with disabilities who need accommodations for transportation or personal care
are further impacted by schedule instability. Employers can implement policies
such as flexible start and end times to work days, and not penalizing workers
with lost wages when personal, family needs, or emergencies arise.
Increase access to paid leave
Organizations should increase access to paid leave—sick leave, paid family and
medical leave (including paid parental leave), and paid time off for vacation.
The U.S. remains the only advanced economy in the Organization for Economic
Co-Operation and Development (OECD) that does not guarantee paid medical and
family leave to its workforce. While paid sick leave is available to 79% of U.S.
civilian workers, this percentage varies significantly among wage categories.
For those whose average hourly wage is in the lower 10% of workers, only 35%
have access to paid sick leave. Black and Hispanic workers are disproportionally
affected. Paid family leave access is the least common, available to only 23% of
civilian workers overall. Unequal and limited access to paid leave, particularly
sick and medical leave, can contribute to the spread of infection at work,
decreased productivity, workplace burnout, and labor shortages. Increasing
access to paid leave can reduce the likelihood of lost wages by 30%, positively
affect the physical and mental health of workers and their children, and improve
retention.
Respect boundaries between work and non‑work time
When workplace leaders set, respect, and model clear boundaries between time on
and off the job, workers report a greater sense of well-being. By not penalizing
workers for this flexibility needed, leaders can alleviate anxiety or fears of
missing work demands. This helps workers have the time needed for rest to
optimize their health, productivity, and creativity. Organizations can also
establish policies to limit digital communication outside of work hours.
Find more information on the resources page
Mattering at Work
Overview

The fourth Essential of the Framework is Mattering at Work. People want to know
that they matter to those around them and that their work matters. Knowing you
matter has been shown to lower stress, while feeling like you do not can raise
the risk for depression. This Essential rests on the human needs of dignity and
meaning.

Dignity
Human Needs

Dignity is the sense of being respected and valued.

Meaning

Meaning in the workplace can refer to the sense of broader purpose and
significance of one’s work.

Key Components
Provide a living wage
Work and income are critical social determinants of health and well-being.
Financial stress and money worries have a severe impact on mental health.
Increases in the minimum wage have been shown to improve parent-reported health
among young children and reduce racial and ethnic disparities in income.
Organizations must ensure that all workers are paid an equitable, stable, and
predictable living wage before overtime, tips and commission, and that these
wages increase as worker skills increase. When possible, workers should also
have access to benefits to protect their health, such as mental health supports,
retirement plans, workers’ compensation, financial and legal services, and
caregiving supports (like childcare).
Engage workers in workplace decisions
Employers must ensure that they equitably incorporate opportunities for engaging
and empowering all workers to improve workplaces. Employee engagement is the
extent to which employers involve workers in organizational goals and
objectives, as well as the level of commitment and enthusiasm that workers have
in their work and workplace. Leaders can use surveys and other validated tools
to measure well-being.
Build a culture of gratitude and recognition
Workplace leaders can build a culture where workers feel seen, respected,
needed, and valued. Regardless of their position, when people feel appreciated,
recognized, and engaged by their supervisors and co-workers, their sense of
value and meaning increases, as well as their ability to manage stress. Staff
who receive frequent appreciation at work from coworkers and supervisors are
also more likely to recognize and appreciate others.
Connect individual work with organizational mission
Shared purpose is a collective sense of working toward a common goal. This
assigns further meaning to work, generates pride, and fuels motivation all while
reducing stress. Organizations can help workers see the connection between their
day-to-day work and the organizational purpose and mission. Leaders can also
reinforce these connections by acknowledging the different roles of individuals,
teams, and departments in achieving organizational goals.
Find more information on the resources page
Opportunity for Growth
Overview

The final Essential of this Framework is Opportunity for Growth. When
organizations create more opportunities for workers to accomplish goals based on
their skills and growth, workers become more optimistic about their abilities
and more enthusiastic about contributing to the organization. This Essential
rests on the human needs of learning and a sense of accomplishment.

Learning
Human Needs

Learning is the process of acquiring new skills and knowledge in the workplace.

Accomplishment

Accomplishment is the outcome of meeting goals and having an impact.

Key Components
Offer quality training, education and mentoring
Workplace leaders can provide workers training to increase skills as well as
opportunities for education to build knowledge in their work or in other areas
of interest. Employers can promote growth opportunities by showing genuine
interest in workers through personal encouragement, professional coaching, and
mentorship.
Foster clear, equitable pathways for career advancement
Organizations that provide transparent career pathways and advancement
opportunities for all workers help foster inclusion and diversity in the
workplace. This should include resources and tools that can better support
workers over time and address systematic barriers in the workplace.
Opportunities might include: accessible professional training programs, career
navigation support, tuition reimbursement for classes offered outside of the
workplace, English language courses, and promotion opportunities. This may also
look like offering new types of responsibilities or assignments to workers that
give them an opportunity to stretch their skills or learn new ones.
Ensure relevant, reciprocal feedback
Leaders and managers can provide guidance by considering workers’ strengths and
growth opportunities. Organizations can create more opportunities for genuinely
engaging with their workers, especially in positive, collaborative, and
outcome-oriented ways. This should include equipping leaders at all levels with
the training, tools, and resources they need to engage and lead others.
Find more information on the resources page


Conclusion & Next Steps

The Surgeon General’s Framework for Workplace Mental Health and Well-Being
emphasizes the connection between the well-being of workers and the health of
organizations. It offers a foundation and resources that can be used by
workplaces of any size, across any industry. Sustainable change must be driven
by committed leaders in continuous collaboration with the valued workers who
power each workplace. The most important asset in any organization is its
people. By choosing to center their voices, we can ensure that everyone has a
platform to thrive.

Resources for Supporting Workplace Well-Being

Visit our resources page to find more information about how to implement the
framework in your workplace.

Go to Resources Library

Key Downloads


ESSENTIALS FOR WORKPLACE MENTAL HEALTH AND WELL-BEING GRAPHIC



This graphic communicates the Five Essentials for Workplace Mental Health and
Well-Being and their respective human needs and components, shared across
industries and roles.

Download [PDF, 498 KB]Download [JPG, 2.1 MB]


WORKPLACE MENTAL HEALTH AND WELL-BEING REFLECTION QUESTIONS DECK



This is a deck of questions to help leaders reflect on their workplaces and
start designing organizational policy and culture around the Five Essentials for
Workplace Mental Health & Well-Being.

Download [PDF, 2.5 MB]
Return to top

OUR PRIORITIES

 * COVID-19
 * Health Misinformation
 * Health Worker Burnout
 * Workplace Well-Being
 * Youth Mental Health

SURGEON GENERAL

 * Surgeon General Homepage
 * About the Office of the Surgeon General
 * Previous Publications
 * USPHS Commissioned Corps
 * Public Health Reports

HHS

 * HHS FAQs
 * Contact HHS
 * HHS Archive
 * Careers

Facebook profile of Surgeon General
Twitter profile of Surgeon General
Instagram profile of Surgeon General


CONTACT US

Office of the Surgeon General
U.S. Department of Health & Human Services
200 Independence Avenue, S.W.
Washington, DC 20201
surgeongeneral@hhs.gov 202-401-7529
Tell us how we are doing


An official website of the U.S. Department of Health and Human Services

 * About HHS
 * Accessibility support
 * FOIA requests
 * No FEAR Act data
 * Office of the Inspector General
 * Privacy policy

Looking for U.S. government information and services?
Visit USA.gov



Building Preview ...