The Mental Health Paradox of HR: Pouring from an Empty Cup

Many who experience mental illness often do so in silence. The workplace can exacerbate the instinct to hide challenges and instead try to keep up a professional image and productivity. According to new SHRM research, HR professionals may be among the workers who do this most often.

The Burden Shouldered by HR

HR professionals are tasked with some of the most complex aspects of organizational management, such as handling sensitive issues like interpersonal conflicts, layoffs, and the expectations of executive leaders. They’re typically the first point of contact for employees experiencing stress, anxiety, or other mental health issues and often serve as a source of support. 

As a result, the demands of their organizations often take priority over their own needs. This creates a unique paradox: The professionals in charge of creating the policies and providing mental health benefits end up not benefiting from them. If they cannot refill their mental health resilience, they’ll end up pouring from an empty cup.

Eighty percent of HR professionals surveyed in SHRM’s Employee Mental Health in 2024 Research Series said managing executives’ and employees’ expectations is stressful. Additionally, 39 percent feel it’s hard to bury their emotions and put on a mask when having difficult conversations. Cultures are shifting to encourage workers and organizations to show up authentically, but if HR departments are internalizing their stress without the proper resources to manage it, the entire company suffers.

For HR to Do Its Job, Mental Health Support Needs to Come from the Top

Stress and burnout affect nearly half of the workforce, SHRM research found. The fallout can be extensive. In addition to reduced productivity, higher absenteeism, and increased insurance claims for treating chronic issues related to stress and anxiety, individuals may decide to leave their jobs entirely. 

“I quit a six-figure-salary remote job because the workplace was a huge source of stress and I realized that no job is worth my mental health suffering,” recalls Brennan Nevada Johnson, CEO and founder of Brennan Nevada Inc., a tech PR agency in New York. “I hardly ever felt valued despite my immense contributions, so I learned how to cope and identify strategies to help me survive and, most importantly, free myself from jobs I hated.” 

Amid a fragile economy, the idea that workers think it’s better to have no job than a stressful job speaks volumes. 

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The Mental Health Cost of Loving the Job

HR professionals are driven by a deep-seated passion for making a tangible impact in the workplace, but passion isn’t a buffer against the stresses of the job. 

SHRM’s research found that 95 percent of HR professionals take pride in their work, but 52 percent of them would not recommend a job in HR to someone who struggles with their mental health. 

Recommendations for Leadership to Support HR

Organizations must recognize the mental toll these responsibilities take on HR staff and provide appropriate resources to help them manage this burden. “There needs to be training on how to respond and [have] caring conversations that are encouraging and not making the problem worse,” Johnson said.

To foster a supportive environment that acknowledges and mitigates these challenges, executive leadership might consider normalizing a culture of open communication.  

“When you discuss mental health openly at work, it helps to not only reduce and manage stress, but it also boosts resilience and allows your team to reach their highest potential,” Johnson explained. “Workplaces should do their part and create a safe space for employees at all levels to communicate openly without discrimination.” 

Encourage regular check-ins and open dialogue between HR and senior management. These discussions should address business operations and current workload as well as the personal well-being of HR staff. Creating an environment where HR professionals feel supported and heard can help reduce the stigma of silence and extinguish burnout before it happens. 

It would also be prudent to evaluate mental health resources that cater to HR professionals and identify offerings for their unique needs. This could include access to confidential counseling services, mental health days, and training focused on emotional resilience.

And finally, especially for smaller organizations, consider your current staffing resources. Does your organization have an HR department of one? Understaffing puts all the pressure on a single individual, and additional resources can help lighten the load. If those are not available, consider supporting your staff with resources to manage effectively, such as through the SHRM HR Department of One Specialty Credential. 

How to best address and support HR professionals’ mental health is an ongoing discussion that continues to evolve. The effectiveness of HR directly influences the broader workplace environment, impacting employee engagement, retention, and productivity. As such, offering support to HR teams helps individuals improve professionally and personally and contributes to the organization’s overall success.