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Every week, half a million employees in Canada miss work because of mental illness, costing the economy an estimated $6.3 billion annually in lost productivity, according to the Centre of Addiction and Mental Health.
 
 

This staggering figure highlights the urgent need for action, and a new report from the CSA Public Policy Centre, Navigating the Mental Health Crisis in Canada: The Critical Role of Employers, emphasizes the significant role employers must play in supporting workers’ mental well-being.
 
 

“Because of this structure that we have, with mental health not being prioritized, you have this gap which employers have had to fill,” says Olga Morawczynski, chief executive officer of employee well-being company Heal-3 Inc. and co-author of the report.
 
 

Without meaningful employee support, companies face high rates of burnout, turnover and absenteeism, which all contribute to lost productivity.
 
 

Unlike physical health care, mental health coverage in Canada is underfunded and inconsistently available under the public health system, the report notes. As a result, companies are at a loss, but can see real benefits if they are pro-active and help workers.
 
 
 

The report points to key workplace stressors – compensation, workplace relationships and work-life balance – as contributing to the crisis.
 
 

Most of these findings aren’t surprising: A looming recession, uncertain labour market, rising household debt and increased living costs have put significant financial stress on workers. Additionally, the shift toward remote work has further blurred the boundary between work and personal life; but even in traditional office settings, work-related stress can follow employees long after they’ve left the workplace.
 
 

Ms. Morawczynski says work relationships are more important as people become less connected to communities outside of work, a trend she says is increasing.
 
 

“When most people talk about their company positively, they refer back to colleagues or others within the workplace. The social connection piece, when it isn’t good, could also be a huge source of stress and burnout,” she says.
 
 

Ms. Morawczynski warns that ignoring mental health challenges can lead to long-term consequences for businesses.
 
 

“If people are not showing up for work fully, because they’re not mentally well, there’s absenteeism and, eventually, short- and long-term disability. It also has impacts on productivity,” she says.
 
 

One barrier to companies investing more, the report notes, is the mixed evidence surrounding the effectiveness of mental health and well-being programs. Without clear, measurable outcomes, many companies hesitate to make sustained investments.
 
 

However, success stories in the report from companies such as YLaw, Canada’s largest female-led law firm, highlight the benefits of pro-active mental health support. Since prioritizing mental health initiatives, YLaw has more than doubled its revenue in the last five years.
 
 

Despite these examples, many employers remain hesitant or slow to act. The report suggests that policy changes – such as tax incentives or stricter accountability measures by government – could help drive employer engagement.
 
 

Ms. Morawczynski says that the time for talk is over: “It’s been a great decade of talking about mental health, and it’s been so important, but now we’re at a point where we need action.”
 
 

 
 
 
 
 
 

38 per cent
 
 

That’s how many workers have either started looking for a new job or are planning to in the first half of the year, according to HR firm Robert Half. This number is down from roughly 50 per cent in July 2024.
 
 
 
 

 
 
 
 
 
 

One worker gave honest feedback in an employee survey that was supposed to be anonymous. Their boss has brought up the feedback in one-on-one meetings and they believe they may be losing out on opportunities because of the feedback. They’re wondering if they can take legal action.
 
 

Experts say yes. If you are promised confidentiality, and then that information is shared – even just with management – employees can take the issue to HR or the Office of the Privacy Commissioner of Canada.
 
 
 
 

 
 
 
 
 
 

“Only a teenager could think of 50 as old. But it’s old to begin again. And it’s definitely older than Silicon Valley’s idea of a brilliant mind.
 
 

There are perfectly logical reasons that venture capitalists glorify youth. One is that identifying talent early has paid off spectacularly for them. America’s most valuable companies were all founded by visionary entrepreneurs when they were 30 or younger – and sometimes much younger,” writes Ben Cohen in this Wall Street Journal article about how one venture capitalist is betting on the older generation that may be undervalued because of their age.
 
 
 
 

 
 
 
 
 
 

Over the past few years, more Canadian tech companies have been selling to U.S. buyers. With the value of the Canadian dollar taking a dive, the landscape is prime for a purchasing frenzy.