Mental stress, mind pressure. Negative brain overload. Credit: Andrii Zastrozhnov/Adobe Stock
Mental health is no longer a quiet conversation happening only in the corners of workplace hallways. It's front and center as employees across industries grapple with stress, burnout, hybrid work, and financial anxiety. In fact, about half or more of millennial (50%) and Gen Z (56%) workers strongly or somewhat agree that they would be willing to take a job with a slightly lower salary for better mental health benefits and support. That's a powerful indicator of where workplace priorities are headed. It's not just about pay; it's about feeling seen and supported by your employer. This means that organizations have a powerful lever to help employees manage their mental wellness: employee benefits.
A comprehensive benefits ecosystem
Mental health support doesn't exist in isolation—it's most effective when integrated into a holistic benefits strategy. Siloed programs can fail to address the interconnected nature of employee mental and physical wellbeing. Financial concerns can affect mental health; mental health then impacts physical wellness; and all these elements influence workplace performance. The most successful benefits ecosystems acknowledge these connections and offer multiple entry points for support. For example, employee assistance programs (EAPs) are a workplace benefit that help employees, and their families, address a range of needs, including mental health, substance abuse, financial problems, and legal concerns. Benefits such as EAPs can help employees resolve personal problems that might be affecting their job performance. This integrated approach not only has the opportunity to improve the use of workplace benefits but also addresses root causes rather than just symptoms. As companies design their benefits structures, considering this interconnectedness creates more resilient and accessible support systems.
However, those systems aren’t useful unless companies remove barriers to access. At Voya, for our employees, we adopted an approach to mental health services that treats out-of-network mental health claims as if they were in network (i.e., apply to in-network deductibles) to help eliminate challenges like finding an in-network provider in a narrow market. This is intended to reduce the time employees spend finding providers and the medical spend on such care. This seemingly small plan design change acknowledges that finding the right mental health professional is deeply personal (and often costly) and may require flexibility beyond standard provider networks.
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We also recognize the connection between financial security and mental wellbeing, which has influenced how we designed our health savings accounts (HSAs). For example, Voya makes an automatic annual contribution of up to $1,000 to our employee HSA accounts, even if the employee doesn't contribute. It’s a way to help address immediate needs while helping our workforce build what we hope is long-term financial resilience — an often-overlooked factor in sustainable mental health.
Communication and culture are key
The disconnect between intention and implementation often occurs in the communication of available resources. Alarmingly, 88% of workers strongly agree or agree employers could do a better job communicating about specific mental health support and services covered under their benefits programs. This gap represents a missed opportunity to access care.
Even the most robust benefits package that’s communicated well may falter without a corresponding culture that genuinely values wellbeing. Effective cultures take a proactive approach, addressing potential stressors before they escalate. When leadership and colleagues openly discuss mental health—whether it's meditation, therapy, or simply setting boundaries—it can create psychological safety for everyone.
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Taking action
The foundation of a comprehensive benefits strategy begins with active listening. Regularly assess whether employees are utilizing the benefits provided, if they understand what's available, and what barriers might exist to accessing support. For example, through employee feedback sessions, we discovered many weren't aware of existing resources like Wellthy, a company-sponsored resource that supports employees with caregiving solutions including eldercare, childcare, cancer treatment and teen mental health, which prompted communication redesign. This ongoing dialogue ensures our programs evolve with employee needs rather than remaining static.
Leadership example-setting is another must-have. When managers and executives model healthy behaviors and talk about their journeys —taking PTO, encouraging teams to unplug, and checking in with empathy—it transforms abstract policies into concrete practices. Also, proper training is essential. Equip managers to recognize signs of distress and respond effectively, building a culture of openness and early intervention.
Notably, 79% of workers strongly or somewhat agree the stigma associated with mental health prevents people from seeking help and services at work. This investment pays dividends when managers can address concerns before they escalate into crises. Companies like Voya may have access to mental health first aide training through their medical providers at little or no additional cost.
The bottom line
Mental wellness cannot be separated from physical health and the broader employee experience. When organizations support mental health through thoughtful benefits and intentional culture, they create workplaces where employees have more tools to help them holistically thrive. When employees thrive, businesses do too.
By offering comprehensive benefits that encompass mental health coverage, such as EAPs, HSAs, flexible work environments, leadership training, and wellness programs, companies can equip employees with the necessary tools to effectively help manage their mental health and other areas of their lives, such as careers and individual finances. Companies that prioritize mental health won't just attract and retain top talent—they have an opportunity to build resilient organizations where innovation and performance flourish. The future of work depends on how we care for our people today.
Dena Faccio is the Senior Vice President of Total Rewards, Employee Relations, HRBP – Workplace Solutions. She leads benefits, compensation, recognition, and well-being programs to support high-performing, inclusive, and purpose-driven workplace cultures.
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