What happiness research tells us about supporting mental health at work

Mental health at work is shaped by everyday life, not just what happens at work itself.

New research from Ciphr suggests that the factors most closely linked to people’s happiness are not only what happens in the workplace, but whether they feel financially secure, well rested, healthy and able to make time for themselves.

In its survey of 2,000 employed UK adults, relaxing, financial security and having ‘me time’ all ranked among the biggest drivers of happiness.

Although happiness and mental health are not the same thing, Ciphr’s findings do offer a useful lens on the everyday factors that can support or undermine employee wellbeing at work. For HR and reward professionals, that matters because the findings also show a clear link between happiness and employee experience.

Among employees who feel happy 20 days or more a month, 81% say they have a good work-life balance all or most of the time, 75% feel connected to colleagues, and 72% find their job fulfilling and engaging.

Among those who feel happy less often, the figures drop sharply: only 44% say they have a good work-life balance, 42% feel connected to colleagues, and 32% find their job fulfilling and engaging.

Organisations can do more to ease the pressures that spill into work and make support easier to access early on. Financial worries, health concerns, life stage changes and caring responsibilities can all affect mental wellbeing.

The workplace still matters

Ciphr’s findings are also a reminder that workplace culture and employee experience remain central to wellbeing. At work, the biggest drivers of happiness were colleagues, seeing the results of work, recognition, meaningful work and enjoying the job itself. Salary and benefits ranked below all five.

That is an important distinction. Supporting mental wellbeing is not only about what sits within a benefits package. Good line management, realistic workloads, trust, recognition and a sense of purpose still matter hugely.

Benefits cannot compensate for a poor day-to-day employee experience, but they can play an important supporting role by helping employees manage some of the practical pressures that often sit behind stress, anxiety and reduced resilience.

Where benefits can ease everyday pressure

If mental wellbeing is influenced by everyday life as much as by work itself, then a company’s benefits strategy has a bigger role to play than many employers might think. Alongside strong management and a healthy team culture, the right mix of benefits can help reduce some of the pressures that most commonly spill into the working day.

For employers, the question is not whether benefits can replace good management or culture, it is how they can complement them by easing some of the everyday burdens employees are carrying.

That could mean looking beyond traditional wellbeing benefits and considering more targeted support, from maternity coaching and fertility guidance to preventative health screening, digital mental fitness tools and services that help employees navigate hormonal change or caring responsibilities.

6 everyday pressures benefits can help address

Money worries: Financial stress rarely stays in one box. It can affect sleep, concentration, confidence and people’s ability to stay focused at work. Ciphr’s survey found that financial security is one of the strongest drivers of happiness, underlining how closely financial wellbeing and mental wellbeing are connected.

What employers can do: Treat financial wellbeing as part of the mental wellbeing conversation, with access to guidance, savings support and practical tools that help employees feel more informed and in control.
Health worries: Uncertainty about health can create a steady background level of stress. That might mean worrying about symptoms, delaying action, or feeling anxious about the cost and logistics of getting support. Preventative benefits such as health cash plans, health screenings and at-home testing options can help employees take earlier action and access reassurance sooner.

What employers can do: Think beyond treatment alone. Support that encourages early action, whether through screenings, virtual coaching or easier access to health insights, can reduce uncertainty before it starts to affect attendance, confidence or productivity.
Physical and mental resilience: Feeling healthy was another important driver in Ciphr’s research, which is a useful reminder that physical and mental wellbeing are closely linked. Benefits such as cycle to work schemes can support regular movement, healthier routines and lower commuting costs, while digital mental fitness tools can help employees build resilience through regular check-ins and practical support around stress, sleep and recovery.

What employers can do: Look for support that helps employees build healthier habits early, rather than waiting until problems become harder to manage.
Returning to work after having a baby: The return to work after having a baby can be emotionally and practically demanding. Employees may be dealing with sleep disruption, childcare logistics, changed routines and a loss of confidence about returning to their role. Benefits such as maternity coaching and return-to-work support can help make that transition feel less isolating and more manageable.

What employers can do: Look beyond the maternity policy itself and consider what practical guidance, coaching or staged support might improve the return-to-work experience and strengthen retention at a key life stage.
Fertility stress: Fertility journeys can be emotionally draining, financially costly and difficult to talk about at work. Employees may be navigating treatment, uncertainty and repeated disappointment while trying to maintain business as usual. Fertility-related support, including fertility assessment, hormone insight and specialist guidance, can help by offering information, reassurance and a clearer sense of where to turn.

What employers can do: Treat fertility support as a legitimate part of your wellbeing offer, not a private issue employees are expected to manage alone.
Caring for elderly or disabled relatives: Caring responsibilities are often one of the least visible pressures in the workforce, yet they can create a significant mental load. Employees may be juggling appointments, urgent decisions, guilt and worries about the quality of care a loved one is receiving. Support services that help employees understand care options or navigate eldercare can make a meaningful difference.

What employers can do: Combine care-related support with flexibility and clear manager understanding, rather than treating it as a niche add-on.

Mental health support needs to reflect real life

Happiness is shaped by everyday factors, not one single intervention. Ciphr’s findings highlight an important truth for employers: how people feel at work is influenced by far more than workload or job design alone.

For HR and reward leaders, the challenge is not to have an answer to every issue their employees face. It is to recognise the pressures that commonly sit behind poor mental wellbeing, and to make support visible, relevant and easy to access. The most effective strategies are likely to be those that combine a strong day-to-day employee experience with benefits that help people navigate the realities of everyday life.