Helping Employees in Crisis

Research shows that the mix of cold temperatures, shorter days and post-holiday debt can lead to depression and fatigue during the winter months. Seasonal Affective Disorder - a type of depression linked to seasonal changes that commonly starts in the fall or winter with less sunlight, and which causes low energy, moodiness, carb cravings, and sleep issues - accounts for about 10 per cent of all depression cases. 

January can be one of the toughest months, with Blue Monday - the third Monday in January - often cited as the “saddest day of the year.” Data from research organization Mental Health Research Canada show rates of depression go up three per cent in January. So you’re not imaging it, the shorter days and colder weather do have an effect on our moods. On top of this sits the loneliness epidemic; according to Statistics Canada, more than 1 in 10 people over the age of 15 feel lonely often or always. 

Post-holiday stress, financial pressures, burnout, and seasonal depression are real challenges affecting employees. That’s why crisis support matters in today’s workplace. Our goal is to help employers understand how they can support their employees in times of crisis and our hope is that with the right support they are able to help prevent crises from escalating.

Understanding Crisis in the Workplace

It’s important that employers understand what is - and what isn’t - a crisis in the workplace. Employees don’t have to be having loud emotional meltdowns, tearful numb silences or complete shutdowns in the breakroom for the situation to be considered a crisis. The word ‘crisis’ really can be more broadly defined than that. It’s not just emergency situations, but any moment when an employee feels overwhelmed, unsafe, or unable to cope.

Crises rarely appear “out of nowhere”; they’re often a build-up of unaddressed needs. Some of the most common workplace-related triggers include workload pressure, personal strain, financial stress, grief, caregiving responsibilities, and mental-health challenges. An employee may go through weeks, or even months or years, of low-level stress before they reach a breaking point. When stress or personal challenges go unaddressed, they tend to escalate, which affects mental health, physical health, attendance, productivity, and eventually disability claims or extended leaves.

Early intervention makes a real difference:

• Employees receive support before reaching a breaking point

• Issues are addressed while they’re still manageable

• Recovery and return-to-work timelines are often shorter

• Long-term disability claims can be reduced or avoided

So how can HR and leaders in the workplace recognize when an employee may be struggling? Early signs managers can watch for include: 

• Withdrawal or isolation

• Sudden drops in performance

• Increased absenteeism or presenteeism

• Noticeable changes in mood or communication

Of course, managers aren’t clinicians, and they’re not expected to, nor should they, diagnose employees’ situations or conditions, but they can act as connection points, offer a listening ear and direct employees to meaningful support.

The Role of Crisis Support Services (They’re Not Just for Emergencies)

Crisis Helplines Are Preventative Tools

Many people believe they should only call a crisis line when at the absolute breaking point. But that just isn’t true. Regardless of what province you’re in or whether or not you have access to an Employee Assistance Program (EAP) through work, any and all crisis lines are also there for early emotional support, guidance on how to cope, and to help you navigate resources and services. They’re also there to support people who are concerned about someone else. 

Employers can help employees by sharing the crisis lines available to them - either through the province or through their EAP - and communicating that employees don't need to be “in danger” to use the service. One of the biggest misconceptions is that crisis lines are only for extreme emergencies. In reality, employees can - and should - reach out for everyday overwhelm and major life stressors alike. Employers should be encouraging early intervention because in addition to being the right thing to do, it also reduces longer-term disability claims and helps employees return to work faster.

Existing Employee Benefits

Most EAPs include:

• 24/7 confidential phone support

• Access to trained counsellors

• Immediate emotional support and triage

• Short-term counselling or referrals when needed

Crisis helplines through your EAP act as an entry point, not an endpoint. They provide immediate support in moments of distress and can then connect employees to longer-term resources already covered by their benefits - whether that’s counselling, financial coaching, addiction support, or workplace accommodation guidance.

This integration means employees don’t have to figure everything out on their own when they’re already overwhelmed. One call can help them understand what support is available and what the next step looks like - regardless of whether they’re struggling with anxiety, relationship stress, burnout, substance use, financial worries, or overwhelming life changes.

Practical Steps Employers Can Take to Support Employees in Crisis

There are a number of reasons why an employee might not reach out for help, including the stigma surrounding mental health, a fear that HR or managers will find out and that it will affect their worklife or opportunities, a misunderstanding of what services are available or what help they provide, or a belief that their issue isn’t “serious enough”. It is an employer’s responsibility to introduce strategies to remove as many of these barriers as possible. 

Here are some practical steps employers can take: 

Step 1: Communicate Regularly About Available Supports

Employers should keep EAP and crisis numbers highly visible in the workplace - especially in areas where people often go to hide their emotions, like the bathroom. However, they should also be visible in breakrooms and other public spaces so that everyone has access to them and so that these communications serve as a frequent reminder that help is available and that asking for it is ok. Messaging should be simple and stigma-free, for example: “you don’t need to be in crisis to reach out.” Frequent, neutral communication - not just during crises - is critical for making sure everyone knows what help is available before they need it. 

When employers clearly communicate that crisis and EAP resources are confidential, accessible and appropriate for preventive support, employees are far more likely to use them. The goal isn’t to pathologize normal stress - it’s to make support visible, acceptable, and easy to access before stress turns into something bigger.

Step 2: Train Managers in Mental Health First Aid Principles

Employers can offer in-house training to their managers, not only in how to identify when employees might be struggling, but also teaching them how to check in, listen non-judgmentally, and guide someone to the right resource. Where possible, leadership should model help-seeking behaviour, because this sends the strongest message that asking for help is ok. External training partners can also help facilitate this knowledge.  

Across Canada, there are a number of services that offer Mental Health First Aid Training (MHFA). In Alberta, MHFA is offered through programs like Opening Minds (MHCC), which trains you to recognize and respond to mental health challenges, similar to physical first aid, using the ALGES (Approach and Assess, Listen, Give Reassurance, Encourage, Self-Care) action plan to help someone until professional support arrives. The Canadian Red Cross provides Psychological First Aid (PFA) training, focusing on immediate support after trauma to help people feel safe and calm, with an emphasis on self-care.

Step 3: Build a Culture Where Well-Being Is Normalized

Culture is probably one of the highest factors affecting how people cope at work and whether or not they feel safe asking for help. Employers should make mental-health conversations part of team culture, not just a one-off or part of seasonal campaigns. They should also not be limited to formal communications - they should be happening every day, in every part of work. Employers can help flip the narrative around well-being by focusing on resilience-building rather than negativity. They should also provide clear privacy assurances. 

But talking about it is just part of building a culture. Employers should also encourage employees to take paid time off, and model this behaviour themselves, offer flexible working arrangements whenever possible and set realistic workloads in the first place. 

Step 4: Review Your Benefits Plan for Gaps

Ensure your coverage supports mental-health needs: therapy, virtual care, wellness spending accounts, crisis and counselling services. Consider expanding coverage where gaps exist and where benefits are underutilized, and don’t forget to provide your employees with proper communication and education about what’s available to them and how they can access support. If you’d like to discuss how you can strengthen mental-health support in your workplace through your benefits, reach out to your benefits advisor Shannon.

Step 5: Move from Reactive to Proactive Support

The most effective crisis support happens before a crisis. Employers should promote preventative mental-health check-ins, stress-management education, and financial well-being resources. They can also offer or highlight available sleep support, nutrition programs, and holistic wellness benefits. It’s important that benefits are promoted regularly, in moments of calm, not just stress.

Supporting employees in crisis is about compassion, culture, and communication. It’s not just what support exists, but how and when employers talk about it that makes the difference. When resources are only mentioned during moments of urgency, they can feel intimidating or inaccessible. Frequent, proactive communication about crisis lines and employee benefits helps ensure employees know what support is available before a situation becomes critical. 

Ultimately, supporting employees in crisis isn’t just about managing risk or responding to emergencies. It’s about building trust. And when employees trust that their organization genuinely cares about their wellbeing, they’re better supported, more resilient, and more likely to stay engaged - even during life’s hardest moments. That’s why creating a workplace where everyone has a safety net is important.