MENTAL HEALTH LEAVES IN THE U.S. ON THE RISE POST-COVID

HR / Workplace

By:  Kim Adamson

Since the COVID-19 pandemic, mental health leave has emerged as one of the most rapidly growing types of employee leave of absences in the U.S. A survey conducted by ComPsych in 2025 revealed a staggering 300% increase in employees taking time off for mental health reasons compared to pre-pandemic levels. This surge outpaced the overall 30% rise in leaves between 2019 and 2024, underscoring the pressing need for organizations to prioritize and support their employees’ mental health and well-being. It’s not just a benefit strategy anymore; it’s a necessity!

The rise in mental health leaves since COVID reflects a broader cultural shift as conversations around mental health were normalized, which reduced stigma and empowered employees to speak up and seek mental health support.  Some factors contributing to the rise of mental health issues include:

  • Ongoing global conflicts and economic instability
  • Political polarization and social unrest
  • Increased awareness of burnout and emotional fatigue

A 2025 Leave Management Report conducted by NFP, an AON company, shows that while maternity, parental, and caregiver leaves remain common, mental health leave is now one of the fastest-growing categories. Unlike traditional medical or family leave, mental health leave often involves:

  • Shorter, intermittent absences.
  • Greater reliance on employer-provided behavioral health services.
  • Use of unpaid leave under FMLA or ADA accommodations, unless companies offer paid options, or if organizations are located in states where paid family and medical leave is mandated.

Interestingly, the report noted that employees who accessed their organization’s behavioral health services during their leave returned to work an average of six days sooner than those who did not.

What Organizations and HR Departments Should Do

To support employees and reduce the need for extended mental health leave, employers should take a proactive and holistic approach.  Below are options to consider:

Build a Culture of Psychological Safety

  • Encourage open conversations about mental health (i.e., conduct anti-stigma campaigns; provide employee research groups to support mental health and well-being; schedule leadership meetings with all staff to discuss mental health issues and remind employees of the benefits and services available, which also show leadership cares about employees.).
  • Train managers how to recognize employees struggling with stress and mental health concerns, how to provide support and have empathetic conversations, and how to refer employees to the organization’s available resources.

Offer Preventive and Accessible Resources

  • Provide self-guided tools and digital mental health solutions that offer personalized screenings for anxiety, stress, and depression to help identify mental health issues early and facilitate early intervention, management, and resiliency.
  • Offer well-being coaching options, stress management programs, and mindfulness and meditation apps.
  • Upgrade the Employee Assistance Program (EAP) to improve utilization (i.e., offer more modalities and increase the number of counseling sessions [the average for 2026 is expected to be six sessions]).
  • Ensure mental health benefits are easy for employees to access and are confidential.

Integrate Mental Health into Leave Policies

  • Include mental health explicitly in the employee handbook, leave policies, and related documentation.
  • Offer flexible leave options, including short-term and intermittent leave.

Monitor Leaves and Utilize Data for Decisions

  • Use engagement surveys and feedback tools to assess employee well-being.
  • Track usage of mental health resources and adjust benefit offerings accordingly.
  1. Support Return-to-Work Transitions
  • Create reintegration plans for employees returning from mental health leave. The employee’s manager and Human Resources representative should schedule regular check-in meetings to support the employee at various points during the return-to-work and integration back into the job.
  • Offer continued support through EAPs or peer mentoring.

Supporting mental health is no longer a fringe benefit; it is a vital necessity.  It is compassionate and strategic for successful organizations to invest in the mental health and well-being of their employees. By doing so, employers can expect to see lower absenteeism, higher productivity, stronger employee retention, and increased employee trust. Making mental health a priority, not just a policy, can lead to a more positive and productive work environment for all.

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