A Personal and Professional Lens: Seeing Therapy in the Workplace
Throughout my first year in the therapist role, I’ve seen how work doesn’t just shape what people do, it shapes who they are each day. Deadlines, long days, remote versus in-office demands, and interpersonal tension all accumulate. As someone training to support mental health, I’ve witnessed both burnout and resilience. It’s clear to me that psychotherapy is often not just a luxury, but a necessity, not only in crisis, but as ongoing support.
I believe workplaces have the opportunity (and responsibility) to help normalize healing, emotional check-ins, and mental care, not as fringe perks but as integral benefits. The cost of not doing so shows up in missed days, disengagement, turnover, and sometimes much deeper distress.
Workplace Pressures: The Invisible Strain
Many employees are quietly carrying invisible burdens:
– Burnout, emotional exhaustion: demanding workloads, blurred boundaries between work and home, constant digital connectivity, pressure to perform.
– Mental health risks like anxiety, depression, sleep disturbances, as well as physical health consequences.
– Stigma and shame about needing help, worrying how seeking therapy might be perceived as weak, overacting, or unfit.
These pressures are real, often cumulative, and rarely acknowledged in daily performance metrics. But they dramatically affect employees’ well-being, the quality of their work, and relationships outside of work.
Utilization vs. Access: What the Data Tells Us
Putting real numbers to the issue helps us see the gap between having benefits and actually using them:
Canada
– A 2024 report found that nearly 80 of Canadian employers offer some form of Employee Assistance Program (EAP), yet 65% of employees have never used their EAP for mental health support (Wilson, 2025).
– Some surveys have reported that 62% of Canadian workers said they have used at least one mental health benefit their employer offers. This usage is much higher among younger workers (Gen Z, Millennials) than older ones (Wilson, 2023).
– Still, despite a high desire, one study found that 30% of employees reported a decline in their mental health, but many haven’t tapped into supports even when they exist. Barriers include lack of awareness, financial cost, and commitment (Wilson, 2025).
United States
– While many U.S. workers (80%) believe mental health coverage is critical, only 61% have access to mental health care through their benefits (Benefits Canada, 2022).
– In a survey cited in recent years, around 40% of U.S. employers said they offer mental health benefits or resources; that figure has fluctuated, but the trend points to many employees still being without formal access (Benefits Canada, 2022).
– Among employees who do have mental health benefits, over half of them are not using them. In some big companies, 55% of workers reported they have never utilized their available benefits (Corrigan, 2022).
Therefore, a large majority want or value mental health support; many have access; far fewer use those benefits. That discrepancy is the gap that needs to be addressed.
The Transformative Power of Psychotherapy for Employees and Employers
Why does psychotherapy matter, not just for individuals, but for companies, teams, and culture?
– Improved mental health outcomes: Therapy helps people build coping skills, self-awareness, and emotional regulation. These reduce anxiety, depression and stress (CAMH, 2020).
– Reduced absenteeism and presenteeism: Employees who are supported tend to miss fewer days and are more mentally present at work. This translates into tangible productivity gains (CAMH, 2020).
– Lower turnover and higher engagement: Feeling supported, seeing benefits used by peers and leadership, and having mental health normalized can foster loyalty and satisfaction (CAMH, 2020).
– Organizational reputation and attractiveness: In competitive job markets, strong mental health benefits are differentiators. Younger generations especially weigh them heavily when choosing employers (CAMH, 2020).
– Cost savings long term: While therapy has upfront costs, it can avert escalation of mental health issues, reduce longer leaves of absence, reduce healthcare/utilization costs, and improve overall health outcomes (CAMH, 2020).
Barriers to Using Mental Health Benefits
Why do many employees not use what’s available? Some common obstacles:
– Awareness and clarity: Many employees simply don’t know what benefits exist or how to use them. Surveys show a substantial share of workers are uncertain or misinformed about their employer-provided mental health support (Corrigan, 2022).
– Perceived adequacy: Benefits may exist but are insufficient. This could range from having a limited number of therapy sessions, low reimbursement, high co-pays, or long waits (especially for psychologists) (Lee-Baggley and Howatt, 2022).
– Time and accessibility: Squeezing appointments into work schedules can be challenging; remote or hybrid work can help, but sometimes it makes coordination more complex. Distance, travel, or limited virtual options also matter.
– Stigma and vulnerability: Concerns about confidentiality, fear of being judged by co-workers or managers, worry about career impact.
– Cost: For those services not fully covered by benefits, out-of-pocket expenses remain a significant barrier (Benefits Canada, 2024).
Creating a Culture and Systems That Encourage Therapy
Here are some strategies, both individual and organizational, that can help bridge the gap and make psychotherapy “real” support, not just on-paper promises:
– Clear communication and regular reminders: Employers should share what benefits exist, how to use them, and ensure confidentiality. Newsletters, onboarding sessions, posters, and internal platforms all help.
– Normalize mental health discussions: When leaders, managers, and colleagues talk openly about mental health, it reduces stigma. Training managers to recognize signs and to respond with empathy matters.
– Flexible benefit design: More therapy sessions, virtual or hybrid options, sliding scale or full coverage, faster access to professionals.
– Integrate mental health into wellness culture: Not as an add-on but woven into daily routines that include self-care, breaks, mental health days, wellness tools, and peer support.
– Measure, monitor, adapt: Use employee surveys, feedback, utilization metrics (ones that don’t violate privacy) to see what is working and what isn’t.
Conclusion: Your Mental Health Benefit is Not Just a Perk, It’s Part of Well-Being
To anyone reading this who’s ever thought, “I don’t really need that benefit,” or “Maybe I’ll try therapy when things get worse,” you deserve the support that you may need right now. The value of psychotherapy in the workplace isn’t just in responding to a crisis; it’s about prevention, care, and helping people to be more whole in their lives.
If you’re an employee, I encourage you to explore your benefits, ask your HR or benefits administrator what is available, and consider giving therapy a chance. Just a few sessions can make a difference. If you’re a manager or leader, you have the power to make mental health benefits more visible, accessible, and respected.
Together, we can move workplaces beyond viewing mental health coverage as a nice-to-have, toward recognizing it as essential. Well-being shouldn’t be secondary; it’s foundational.
References:
Benefits Canada. (2022). 80% of U.S. workers view mental-health coverage as critical: survey.
Benefits Canada. https://www.benefitscanada.com/benefits/health-benefits/80-of-u-s-workers-
view-mental-health-coverage-as-critical-survey/
Benefits Canada. (2022). Survey finds just 40% of U.S. employers offer mental-health benefits,
resources. Benefits Canada. https://www.benefitscanada.com/news/bencan/just-40-of-u-s-
employers-offer-mental-health-benefits-resources-survey/
Benefits Canada. (2024). 72% of Canadian workers prioritizing mental health: survey. Benefits
Canada. https://www.benefitscanada.com/benefits/health-wellness/72-of-canadian-workers-
prioritizing-mental-health-survey/
Centre for Addiction and Mental Health. (2020). Workplace mental health: A review and
recommendations. https://www.camh.ca/-/media/files/workplace-mental-
health/workplacementalhealth-a-review-and-recommendations-pdf.pdf
Corrigan, J. (2022). Do your employees know you offer mental health benefits? Human
Resources Director. https://www.hcamag.com/ca/specialization/benefits/do-your-employees-
know-you-offer-mental-health-benefits/407831
Lee-Baggley, D., Howatt, B. (2022). Extended mental health benefits in Canadian workplaces:
Employee and employer perspectives. Mental Health Commission. Canadian Psychological
Association. https://mentalhealthcommission.ca/wp-content/uploads/2022/05/Extended-mental-
health-benefits-in-canadian-workplaces-employee-and-employer-perspectives-Research-
highlights.pdf
Wilson, J. (2025). Canadians struggling with mental health – and missing out on available
support: report. HR Reporter. https://www.hrreporter.com/focus-areas/compensation-and-
benefits/canadians-struggling-with-mental-healthand-missing-out-on-available-support-
report/392291
Wilson, J. (2023). Mental health benefits more popular with younger workers: survey. Human
Resources Director. https://www.hcamag.com/ca/specialization/benefits/mental-health-benefits-
more-popular-with-younger-workers-survey/438810
Wilson, J. (2025). Canadians struggling with mental health – and missing out on available
support: report. HR Reporter. https://www.hrreporter.com/focus-areas/compensation-and-
benefits/canadians-struggling-with-mental-healthand-missing-out-on-available-support-
report/392291