Behavioral Health Workplace Toolkit

 Behavioral health, encompassing mental health issues, suicidal ideation, substance use disorders, and stress-related conditions, is a critical component of employee well-being and overall workplace success. The Behavioral Health Workplace Toolkit equips employers with knowledge, tools, and resources to foster Mental Wellness in Upstate Workplace

View the full toolkit here!

Introduction

Introducing the Resilient Upstate Behavioral Health Workplace Toolkit 

Over the past two years, nonprofit organizations and businesses across the Upstate have collaborated to strengthen the region’s ability to support the mental well-being of its residents. 

This effort, known as the Resilient Upstate Behavioral Health Collaborative, has focused on four key areas: Business Linkages, Professional Pipeline, Stigma, and Systems. More information about each is available on the Resilient Upstate Website. 

The Business Linkages Task Force has worked to ensure that Upstate employers can easily access tools and resources to support employee mental well-being. The first outcome of this effort is this Workplace Toolkit, designed to help employers build a healthier, more resilient workforce. We hope you will find it useful in your efforts to support the mental well-being of your employees. 

Purpose of the Toolkit 

Behavioral health, encompassing mental health, suicidal ideation, substance use disorders, and stress-related conditions, is  essential to overall well-being. 

Healthy employees are key to a strong workplace culture and business success. While many organizations have long prioritized physical health, attention to behavioral health is a more recent but equally important focus. 

The Behavioral Health Workplace Toolkit equips employers with knowledge, tools, and resources to foster a mentally healthy workplace. 

Benefits of a mentally healthy workplace include:   

  • Increased Productivity: Employees with strong mental well-being are more focused, resilient, and effective. 
  • Enhanced Employee Retention:  Supportive environments reduce turnover and improve engagement. 
  • Lower Absenteeism and Presenteeism:  Addressing mental health reduces missed workdays and boosts on-the-job performance. 
  • Legal and Ethical Compliance: The toolkit provides basic information on navigating legal obligations such as the Americans with Disabilities Act (ADA), Family and Medical Leave Act (FMLA), and other national and state regulations. 

This toolkit underscores the importance of behavioral health and empowers workplaces to prioritize it—promoting compliance, inclusivity, and a thriving culture. 

How to Use This Toolkit 

Designed to be practical and action-oriented, this toolkit provides a step-by-step approach to implementing effective behavioral health strategies in your workplace.  

Getting Started: 

  1. Engage Leadership:  Share the toolkit with HR and leadership to build understanding and commitment. Executive support is essential for meaningful change. Leadership buy-in is crucial for the successful adoption of the practices outlined. Encourage executives and managers to promote behavioral health awareness and lead by example in fostering a supportive culture. 

Toolkit Structure: 

  1. Follow the Sections in Order: Begin with behavioral health basics (Sections 1 to 3), then explore legal considerations (Section 4), then focus on policy development and supportive environments (Section 6). 
  2. Use the Tools and Resources: Assess your current workplace culture, awareness, and systems by using the tools in Section 5.   Additionally, explore local and national resources to connect employees with the help they need. 
  3. Develop Policies and Training: Utilize the templates and policy examples (Section 4) to develop or enhance behavioral health policies, and refer to training programs (Section 5) to educate employees and managers on recognizing and responding to behavioral health concerns  
  4. Evaluate and Adjust: Use the implementation plan (Section 6) to gradually roll out new behavioral health practices and regularly monitor their impact. The toolkit also provides strategies for ongoing evaluation and adjustment to ensure continuous improvement. 

By following this guide, you’ll foster a workplace where employees feel supported, valued, and empowered to thrive. 

Disclaimer:  

  • This toolkit is intended for informational and educational purposes only and is not a substitute for professional diagnosis, treatment, or medical advice. Individuals experiencing behavioral health concerns should consult a qualified healthcare provider. 
  • This material is provided for informational purposes only and does not constitute legal advice. While the guidance is intended to provide general information, it may be prudent to analyze each situation on a case-by-case basis pursuant to applicable federal, state, or local law(s). For legal guidance specific to your situation or workplace, please consult a qualified attorney.   

Role of Behavioral Health in the Workplace

Mental/Behavioral Health as a Part of “Whole Person Health” 

It is well understood that employers need to encourage and support the physical well-being of their employees. A healthy employee is generally productive and reliable. However, physical health is just one component of having a fully healthy employee. Unlike physical well-being, the mental well-being of employees has not always been identified as important to monitor and support. In fact, in many professions and cultures, employees that have expressed a need for support around their mental health have historically been slower to receive promotions, increased work responsibilities or other positive opportunities. 

Though the health care community has been advocating for “Whole Person Health” for many years, it has only been in the last decade, and most especially since the COVID Pandemic in 2020, that many employers have worked to reduce the stigma around providing mental/behavioral health support for all employees.  

   

Impact of Mental Health, Domestic Violence, and Substance Abuse on the Workplace 

Mental health challenges significantly affect workplace dynamics. According to the American Psychological Association (APA), 71% of workers report experiencing stress that impacts both their mental and physical health, and over 80% consider mental health benefits essential when choosing a job. The World Health Organization (WHO) estimates that depression and anxiety cost the global economy approximately $1 trillion annually in lost productivity. Furthermore, a Deloitte study found that companies supporting their employees’ mental health needs experience 30% lower turnover rates.  

Domestic violence also profoundly impacts the workplace. Victims often face challenges such as absenteeism, decreased productivity, and safety concerns. The U.S. Department of Labor reports that victims of domestic violence lose nearly 8 million days of paid work each year, resulting in a $1.8 billion loss in productivity for employers. Additionally, 74% of employed domestic violence victims have been harassed at work by their abuser, leading to further disruptions in the workplace.  

Substance abuse presents another significant challenge. Employees with substance use disorders (SUDs) are more likely to experience absenteeism, reduced productivity, and increased healthcare costs. For instance, individuals with opioid use disorder miss an average of 15 additional workdays annually, while those with alcohol use disorder miss over 32 days, contributing to more than 232 million missed workdays each year in the U.S. Overall, substance abuse costs U.S. employers approximately $81 billion annually due to lost productivity, absenteeism, and increased healthcare expenses.  

Addressing mental health, domestic violence, and substance abuse is crucial for fostering a safe, productive, and supportive work environment. 

  

Posted and retrieved May 2, 2025 from this online article (will need to click a link within the article to access this photo on another linked page): https://www.shrm.org/enterprise-solutions/insights/ease-mental-health-impacts-of-economic-anxiety.  

Non-Clinical Definitions & Checklists

Behavioral Health: 

Definition: Behavioral health encompasses the promotion of mental well-being, the prevention and treatment of mental and substance use disorders, and the support of individuals with these conditions. It includes a range of factors that influence overall health, such as:  

  • Mental health conditions: e.g., depression, anxiety, bipolar disorder 
  • Substance use disorders: e.g., alcohol and drug misuse 
  • Lifestyle factors: e.g., sleep, nutrition, physical activity 
  • Social and emotional well-being: e.g., stress management, relationship skills, coping mechanisms 
  • Domestic violence: e.g., intimate partner violence affecting physical and psychological safety 
     
Depression: 

Definition: Depression is a common and serious mood disorder characterized by persistent feelings of sadness, hopelessness, and a lack of interest or pleasure in activities. It can impair daily functioning and overall quality of life.  

Common Symptoms: 

  • Persistent sad, anxious, or “empty” mood 
  • Loss of interest or pleasure in hobbies and activities 
  • Feelings of hopelessness or pessimism 
  • Irritability or frustration 
  • Feelings of guilt, worthlessness, or helplessness 
  • Decreased energy or fatigue 
  • Difficulty concentrating, remembering, or making decisions 
  • Sleep disturbances (insomnia, early-morning awakening, or oversleeping) 
  • Changes in appetite or weight 
  • Unexplained physical symptoms (e.g., aches, pains, headaches, digestive problems)  

Workplace Implications: 

  • Reduced Productivity: Employees with depression may experience a 35% reduction in productivity, contributing to significant economic losses due to absenteeism and presenteeism. Modern Health  
  • Increased Absenteeism: Depression can lead to increased sick days and absenteeism, affecting team dynamics and project timelines.  
  • Higher Turnover Rates: Unaddressed mental health issues can result in higher employee turnover, leading to increased recruitment and training costs. 
     
Anxiety: 

Definition: Anxiety disorders involve excessive fear or worry and related behavioral disturbances. These disorders can interfere with daily activities and relationships.  

Common Symptoms: 

  • Excessive worry or fear 
  • Restlessness or feeling on edge 
  • Difficulty concentrating or mind going blank 
  • Irritability 
  • Muscle tension 
  • Sleep disturbances (difficulty falling or staying asleep, restless sleep) 
  • Physical symptoms (e.g., sweating, trembling, dizziness, rapid heartbeat) knoxsheriff.org+19SketchBubble+19SlidePlayer+19 

Workplace Implications: 

  • Decreased Performance: Anxiety can impair concentration and decision-making, leading to decreased work performance and productivity.  
  • Increased Absenteeism: Employees with anxiety disorders may take more sick days, impacting team efficiency.  
  • Workplace Accidents: High anxiety levels can contribute to workplace accidents due to decreased focus and increased errors. 
     
Substance Use Disorders: 

Definition: Substance use disorders (SUDs) are complex conditions characterized by uncontrolled use of substances despite harmful consequences. They can lead to significant impairments in health, social function, and work productivity.  

Common Symptoms: 

  • Strong cravings or urges to use substances 
  • Inability to control or reduce substance use 
  • Neglecting responsibilities at work, school, or home 
  • Continued use despite social or interpersonal problems 
  • Developing tolerance (needing more of the substance for the same effect) 
  • Experiencing withdrawal symptoms when not using the substance  

Workplace Implications: 

  • Increased Absenteeism: Employees with SUDs have higher rates of absenteeism, missing more workdays annually compared to their peers.  
  • Reduced Productivity: Substance abuse can lead to decreased productivity and work quality, affecting overall organizational performance.  
  • Safety Risks: Impaired judgment and coordination due to substance use can increase the risk of workplace accidents and injuries.  

 

Addressing these behavioral health issues in the workplace is crucial for fostering a safe, productive, and supportive environment. Employers can implement policies, provide resources, and promote a culture of openness to support affected employees and mitigate the associated workplace impacts. 

 

Domestic Violence: 

Definition: Domestic violence, also known as intimate partner violence, involves behaviors by a current or former partner or spouse that cause physical, psychological, or sexual harm. This includes acts of physical aggression, sexual coercion, psychological abuse, and controlling behaviors.  

Common Impacts on Individuals: 

  • Physical injuries (e.g., bruises, fractures) 
  • Psychological effects (e.g., depression, anxiety, post-traumatic stress disorder) 
  • Social isolation 
  • Financial dependence 
  • Disruption of daily activities and routines 

Workplace Implications: 

  • Absenteeism: Victims may miss work due to injuries, court appearances, or safety concerns, leading to decreased productivity.  
  • Presenteeism: Even when present, victims may struggle to concentrate or perform effectively due to stress and trauma.  
  • Safety Concerns: Abusers may target victims at their workplace, posing risks to the victim and coworkers.  
  • Economic Impact: Domestic violence costs the U.S. economy billions annually in lost productivity, increased healthcare costs, and legal expenses.  

Suicide Risk: 

Definition: Suicide risk refers to the likelihood that an individual may attempt or die by suicide. This risk encompasses a range of behaviors, thoughts, and feelings, including suicidal ideation, planning, and previous attempts.  

Common Warning Signs: 

  • Expressing feelings of hopelessness or having no reason to live 
  • Talking about wanting to die or to kill oneself 
  • Searching for methods to end one’s life (e.g., online searches, obtaining weapons) 
  • Talking about feeling trapped or in unbearable pain 
  • Increased use of alcohol or drugs 
  • Withdrawing from friends, family, and activities 
  • Exhibiting extreme mood swings 
  • Giving away prized possessions 
  • Saying goodbye to loved ones as if they won’t be seen again  

 

Workplace Implications: 

  • Absenteeism and Presenteeism: Employees experiencing suicidal thoughts may frequently miss work or be present but unable to perform effectively, leading to decreased productivity.  
  • Increased Risk in Certain Occupations: Certain industries, such as construction, have higher suicide rates. For instance, construction workers are four times more likely to die by suicide compared to the national average.  
  • Impact on Coworkers and Organizational Culture: A suicide or suicide attempt within the workplace can have profound effects on coworkers, leading to emotional distress, decreased morale, and a potential increase in turnover rates.  
  • Legal and Financial Consequences: Employers may face legal liabilities and increased insurance costs if it’s determined that workplace conditions contributed to an employee’s suicide. 

 

By proactively addressing suicide risk, employers can create a safer, more supportive workplace that prioritizes the well-being of all employees. 

 

Preventative Measures for Employers: 

  • Implement Mental Health Programs: Establish Employee Assistance Programs (EAPs) that provide confidential counseling and support services. 
  • Foster an Open and Supportive Environment: Encourage open discussions about mental health and ensure employees feel safe seeking help.  
  • Training and Awareness: Provide training for management and staff to recognize warning signs of suicide and understand how to respond appropriately.  
  • Access to Resources: Ensure employees have access to mental health resources, including crisis helplines and counseling services.  

  

Key Contacts:  

  • National Suicide Prevention Lifeline:   https://988sc.org/  
    • The 988 Suicide & Crisis Lifeline provides free and confidential emotional support to people in suicidal crisis or emotional distress 24 hours a day, 7 days a week, across the United States and its territories. (CALL OR TEXT 988)  
    • 988 Veterans Dial #1  
  • Local Emergency Services: 911  
    • In all communities, calling 911 will connect you with local law enforcement. It should be used in an emergency situation. 
  • United Way Community Help Line: 211 
    • The  211 help line is managed through the United Way of South Carolina as a help line for individuals in need of connecting with a wide variety of community resources and services. 

 

Upstate Behavioral Health Data

Adults With Poor Mental Health 

Based on information from the South Carolina Department of Public Health (DPH), more than 16% of all Upstate residents (adults 18+) self-report experiencing 14 or more days of poor mental health each month. This can impact the ability to function at a normal level in the workplace and in typical daily functions. This also impacts their overall quality of life and can also negatively impact physical health.

 

 

Adults with Depression 

Collectively, roughly 27% of all residents 18+ in the Upstate have reported being diagnosed with some form of depression. This is  higher than the state average, which is around 22%.

 

 Suicide Rates in the Upstate 

Suicide in the Upstate is ranked as the second leading cause of death for individuals ages 10-14, 15-24,  and 25-34. In the Upstate, looking at all population groups in total, there are annually 28.3 deaths by suicide per 100,000 men and 7.2 deaths per female. Both of these are higher than the rate for the entire state of South Carolina.

 

 Total Drug Overdoses in the Upstate 

Drug addiction is part of behavioral health that often is a contributing factor to suicide, depression and other elements of overall mental health. The state of South Carolina sees a total drug overdose mortality rate of 41.0 per 100,000 people. Three Upstate counties have higher rates than the state average. 

Legal and Ethical Considerations and Policies

Compliance Requirements 

Employers must adhere to various federal, state, and in some instances, local law(s) when addressing behavioral health in the workplace. Below is a general overview of some key legal obligations that may arise in this context: 

Americans with Disabilities Act (ADA) 

The ADA prohibits discrimination based on disability, which may include mental health conditions. Among other requirements, Employers must generally: 

  • Provide Reasonable Accommodations: Reasonable accommodations could include adjustments to the workplace such as modified work schedules, a quiet workspace, or time off for treatment, which must be made unless they cause undue hardship. For more information on potential accommodations, visit Job Accommodation Network. 
  • Avoid Discriminatory Practices: Ensure that hiring, promotion, termination, and other employment decisions are free from discrimination against individuals with disabilities, which may include those with behavioral health conditions. 

 

Family and Medical Leave Act (FMLA) 

The FMLA allows eligible employees to take up to 12 weeks of unpaid, job-protected leave for serious health conditions, which may include mental health disorders. Among other requirements, Employers must generally: 

  • Permit Leave for Mental Health Treatment: Allow employees to take leave for mental health issues without fear of job loss or retaliation. 
  • Recognize Covered Conditions: Acknowledge that mental health conditions requiring ongoing treatment by a healthcare provider are covered under FMLA. 

 

Occupational Safety and Health Act (OSHA) 

While OSHA primarily focuses on physical safety, its general duty clause mandates that employers provide a workplace free from recognized hazards, including psychosocial stressors. Among other considerations, Employers should: 

  • Implement Stress-Reduction Policies: Develop strategies to minimize workplace stress and promote mental well-being. 
  • Recognize Psychological Hazards: Understand that an unsafe psychological work environment can be as detrimental as physical hazards. 

 

Health Insurance Portability and Accountability Act (HIPAA) 

HIPAA safeguards the confidentiality of health information, including mental health records. Employers sponsoring health plans must: 

  • Ensure Confidentiality: Protect employees’ health information and limit access, especially concerning behavioral health diagnoses and treatments. 
  • Safeguard Information Sharing: Implement measures to control how health information is shared within the organization. 

 

South Carolina-Specific Laws 

 

Workers’ Compensation 

In South Carolina, mental health conditions resulting from work-related stress may be compensable under workers’ compensation if: 

  • Extraordinary and Unusual Conditions: The employee proves that the stress or mental injury was caused by extraordinary and unusual conditions of employment. 
  • Medical Evidence: There is medical evidence establishing a direct link between the work conditions and the mental health condition. 

 

Ordinary workplace stress or personnel actions (like transfers or demotions) typically do not qualify unless they occur in an extraordinary and unusual manner.  

 

For first responders diagnosed with post-traumatic stress disorder (PTSD), the requirement to prove extraordinary and unusual conditions does not apply, recognizing the unique challenges faced in these roles. 

 

By understanding these criteria, employers and employees can better navigate the complexities of workers’ compensation claims related to mental health in South Carolina. 

 

South Carolina Human Affairs Law 

Similar to the ADA, this state law prohibits employment discrimination based on disability, which may include behavioral health conditions. Among other requirements, Employers are obligated to: 

  • Provide Reasonable Accommodations: Adjust the work environment or job duties to accommodate employees with disabilities, including mental health conditions, unless it causes undue hardship. 
  • Prevent Discriminatory Practices: Ensure that all employment practices, including hiring, promotion, and termination, are free from discrimination against individuals with disabilities. 
  • Avoid Retaliation: Do not retaliate against employees who file complaints or participate in investigations related to discrimination. 


By understanding and complying with these laws, employers can create a supportive and legally compliant environment that promotes the mental well-being of all employees. 

 Ethical Practices

Beyond legal compliance, employers should adopt ethical practices to foster a supportive and inclusive environment for employees with behavioral health conditions. The following guidelines encompass both federal and South Carolina-specific considerations: 

Confidentiality 

Maintaining the privacy of employees’ mental health conditions and treatment information is paramount. Confidentiality not only ensures legal compliance (e.g., under HIPAA) but also fosters trust within the workplace. 

  • Information Sharing: Details about an employee’s behavioral health status should be disclosed only on a need-to-know basis, such as when informing supervisors about necessary accommodations.  

 

Handling Sensitive Information 

Proper management of sensitive mental health information is crucial. 

  • Secure Storage: Mental health records should be securely stored, with access restricted to authorized personnel only.  
  • Digital Records: Electronic records must comply with data protection standards, including encryption and access controls. schac.sc.gov 
  • Training: Supervisors and HR personnel should receive training on handling sensitive information discreetly and in accordance with legal requirements.  

 

Non-Discrimination 

Employers must ensure that employees with mental health conditions are not subjected to discrimination in any aspect of employment. 

  • Equal Treatment: Decisions regarding hiring, promotions, assignments, and other employment terms must be free from discrimination against individuals with behavioral health conditions.  
  • Policy Implementation: Establish policies to actively prevent and address stigma or harassment related to behavioral health challenges.  

 

Supportive Work Environment 

Creating an inclusive culture involves destigmatizing mental health conditions and encouraging employees to seek help when needed. 

  • Employee Assistance Programs (EAPs): Implement EAPs or similar services that provide confidential counseling, mental health support, and referrals to specialized services.  
  • Awareness Campaigns: Conduct regular awareness campaigns to educate employees about mental health and available support resources.  

 

Ethical Decision-Making 

Employers should engage in proactive, ethical decision-making regarding behavioral health. 

  • Accessible Resources: Provide mental health resources that are accessible and equitable to all employees.  
  • Fair Accommodations: Ensure fairness in offering reasonable accommodations and leave options.  
  • Psychological Safety: Promote a culture where employees feel comfortable disclosing mental health challenges without fear of discrimination.  


By adhering to these ethical practices, employers in South Carolina can cultivate a workplace that respects and supports the behavioral health needs of all employees, aligning with both federal and state laws.  


Workplace Scenario:  Navigating Behavioral Health Challenges in the Workplace 

 

Meet John 

John, a high-performing sales representative, begins exhibiting signs of severe anxiety—frequent absences, missed deadlines, and noticeable changes in demeanor. His manager observes these issues and becomes concerned about his declining job performance.  

 

Legal and Ethical Considerations: 

  1.  Disclosure and Privacy:
    1. Employee Hesitation: John may be reluctant to disclose his anxiety due to fear of the stigma or potential discrimination.
    2. Employer Responsibility: Employers must respect employees’ privacy rights and cannot compel disclosure of medical conditions. However, they can inform employees about available support resources. 
  2. Reasonable Accommodations:
    1. Legal Obligation: Under the Americans with Disabilities Act (ADA), employers are required to provide reasonable accommodations for employees with qualifying mental health conditions. The process begins if John requests an accommodation. Thereafter, John and the Employer should engage in what is called the “interactive process” to determine if he has any medical restrictions and whether there are any reasonable accommodations that would be effective for John to perform the essential functions of his job. 
    2. Implementation: Accommodations might include flexible scheduling, modified workloads, or providing a quiet workspace.
  3. Confidentiality:
    1. Information Handling: Any disclosed medical information must be kept confidential and shared only with individuals involved in the accommodation process. 
    2. Training: Supervisors and HR personnel should be trained on handling sensititve information in compliance with the Health Insurance Portability and Accountability Act (HIPPA) and other relevant laws.
  4. Performance Management:
    1. Assessment: Employers should distinguish between performance issues stemming from a lack of skill or effort and those resulting from medical conditions. 
    2. Approach: A supportive approach involves discussing observed behaviors with the employee and exploring possible accommodations or support mechanisms.
  5. Workplace Safety:
    1. Duty to Act: If an employee’s behavior poses a potential risk to themselves or others, employers have a duty to act to ensure workplace safety. 
    2. Balancing Act: Actions taken should balance safety concerns with respect for the employee’s privacy and rights. 

Resolution: 

John‘s manager schedules a private meeting to discuss observed changes in performance, expressing concern and offering support. John discloses his struggle with anxiety. The HR department collaborates with John through the “interactive process” to identify reasonable accommodations, such as a flexible work schedule and access to the company’s Employee Assistance Program (EAP).  

Key Takeaways: 

  • Employers should foster an environment where employees feel safe to disclose mental health challenges. 
  • Understanding legal obligations under laws like the ADA and HIPAA is crucial. 
  • Proactive communication and accommodations can lead to improved employee well-being and performance.  

 

By addressing behavioral health issues with empathy and in compliance with legal standards, employers can support their employees’ well-being and maintain a productive workplace. 

 

 

 

Federal, State & Local Tools, Training & Education Resources

Immediate Resources 

National Resources – Links to national behavioral health organizations and resources, including hotlines and professional associations. 

 

Local/Statewide Resources  

South Carolina Resource Line – call 211 

 

 

Training and Education  

  • Mental Health First Aid – Mental Health First Aid teaches you how to identify, understand and respond to signs of mental illnesses and substance use disorders. You learn warning signs for mental health and addiction crises. The training covers strategies to help someone in both crisis and non-crisis situations. You also learn where to turn for help when you need it. 

https://www.mentalhealthfirstaid.org/  

 

  • Access to webinars, workshops, and other educational materials to enhance understanding and skills related to workplace behavioral health. 
    • Faith based resources for workshops:  https://rebootrecovery.com/trauma/ 12-week, faith-based, peer-led course; specialty groups include Military Reboot and First Responder Reboot 
    • Pet based resources see below: 

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Creating a Supportive Environment for Behavioral Health

Creating a Supportive Environment for Behavioral Health in the Workplace 

 

Overview 

Establishing a supportive workplace environment is essential for promoting behavioral health and well-being. This guide outlines strategies for building an inclusive culture, identifying early signs of concern, delivering effective training, and sustaining support systems through ongoing evaluation. 

Building an Inclusive Workplace Culture 

  • Awareness and Education: Conduct regular training sessions to reduce stigma, increase understanding, and promote acceptance of behavioral health topics. 
  • Open Communication: Foster an environment where employees feel comfortable discussing mental health without fear of judgment or retaliation. 
  • Workplace Accommodations: Provide flexible work arrangements, workload adjustments, or time off to address behavioral health needs. 
  • Clear Policies: Ensure behavioral health support policies—including access to leave, EAPs, accommodations, and crisis support—are clearly communicated and easily accessible. 

 

Early Intervention and Support Strategies 

  • Manager and Supervisor Training: Train leaders to recognize behavioral health warning signs (e.g., absenteeism, mood changes, decreased performance) and address them with compassion and discretion. 
  • Peer Education and Allyship: Encourage a peer support model where trained ambassadors and allies can offer informal support and help navigate resources. Equip them with Mental Health First Aid training and knowledge of internal and external support systems. 
  • Use of Screening Tools: Offer anonymous self-assessments and wellness check-ins to help employees identify issues early and seek appropriate support. 

 

Wellness and Support Programs 

  • Integrated Wellness Initiatives: Provide access to mindfulness training, stress management workshops, wellness days, and other proactive supports. 
  • Employee Assistance Programs (EAPs): Promote the availability of confidential counseling and referral services. Ensure employees understand how to access them. 
  • Mental Health Days and Flexibility: Offer designated time off or flexible scheduling to support mental wellness and recovery. 

 

Intervention and Follow-Up 

  • Approach Conversations Carefully: Engage in private, compassionate discussions using non-judgmental language. Focus on observable behavior rather than assumptions. 
  • Encourage Professional Help: Refer employees to EAPs or community mental health services. Support referrals to healthcare providers when distress persists. 
  • Offer Reasonable Accommodations: Adjust job responsibilities or schedules as needed in collaboration with HR and based on individual circumstances. 
  • Maintain Confidential Support: Continue to check in regularly, offer encouragement, and monitor well-being without applying pressure. 

 

Crisis Management Protocols 

  • Emergency Response: Activate crisis procedures in cases of severe distress, including suicidal ideation or erratic behavior. Know when to contact 988, 911, or other crisis services. 
  • Preparedness and Communication: Ensure all employees are aware of the workplace’s emergency response protocol for behavioral health crises. 

 

Training and Program Integration 

  • Recommended Training Topics: 
    • Mental Health First Aid 
    • Adverse Childhood Experiences (ACEs) 
    • Connection Training (inclusive of cultural and generational differences) 
    • Managing Difficult Conversations 
    • Situational Leadership 
  • Ambassador and Ally Programs: 
    • Ambassadors: Reduce stigma and promote mental wellness through open dialogue, events, and communications. 
    • Allies: Provide trained peer support, resource referrals, and guidance for team members in need.  
  • Peer Support Specialists: Offer deeper engagement, ideally with additional training in Motivational Interviewing and supported by behavioral health professionals. 
  • Program Start-Up Resources: 
    • Mission and justification templates 
    • Role definitions 
    • Sample events and communications (e.g., posters, QR codes) 
    • Tracking templates for participation, EAP utilization, and engagement 

 

Accountability and Continuous Improvement 

  • Maintain Visibility: Promote mental wellness regularly through campaigns, newsletters, and events. 
  • Track Impact: 
    • Collect feedback via employee surveys 
    • Monitor event participation and resource usage (e.g., EAP access) 
    • Analyze communication engagement metrics (e.g., intranet page views) 
  • Evaluate and Adapt: Review program outcomes regularly and refine strategies to ensure lasting culture change and relevance. 

 

Promoting an Inclusive Workplace Culture 

  • Awareness and Education: Conduct regular educational sessions to reduce stigma around behavioral health topics 
  • Encouraging Open Communication: Create a safe space for employees to discuss mental health concerns with peers, managers and HR representatives. 
  • Workplace Accommodations: Offer flexible work arrangements, workload adjustments, and time to address behavioral health.  

Success Stories & Testimonials

The work of Walt’s Waltz is tremendously important. Greenville Center for Creative Arts 

is proud to be recognized as one of their “Stigma-Free Environments” so that visitors, staff, and 

artists know GCCA is a safe place for everyone. There is a natural connection between 

mental health wellness and the arts as well, making the collaborations we’ve had with 

Walt’s Waltz organic and seamless.”  

Jess Abbott 

Executive Director, GCCA 

 
 

Meet Lily, our ambassador for the Pheonix Center!  #nonprofit #mentalhealth #mentalhealthmatters #mentalhealthawareness #like #likeforlike #likes #comment #fyp #foryou  

 
 

Meet Deanna! She is a licensed mental health counselor here in Greenville, SC. She strongly believes in Walt’s Waltz mission of breaking the stigma around mental health and is excited to continue supporting our nonprofit 😊  #nonprofit #like #likeforlike #mentalhealth #mentalhealthmatters 

 


 

Meet Grayson! She helped us raise $5,000 by choreographing a dance about mental health #fyp #foryou #mentalhealth #nonprofit  

 
 

Meet Emma! Emma is a student at USC Upstate with a major in exercise science and a minor in health communications. Additionally, she is earning a certificate in leadership. Ms. Hudson is committed to Walt’s Waltz mission and was the driving force in them becoming a Walt’s Waltz Stigma-Free Enviornment. Emma works at Greenville Drive, Greenville Triumph, and Swamp Rabbits. She is a diehard Atlanta Braves fan! We welcome her positivity and boundless energy to our team. #mentalhealth #nonprofit #like #likeforlike #nonprofitorganization #nonprofits #mentalhealthawareness #greenville #greenvillesc 

 


 

Meet Ava, our digital storytelling intern! Check back in next week to meet more of our staff! #nonprofit #greenvillesc #mentalhealth #mentalhealthawareness  

 
 

#stigmafree#reducesuffering #waltswaltz #humanity #selfcare 

 
 
 

“Glow Lyric Theatre is so honored to be a Stigma-Free Zone with Walt’s Waltz. If we are to create the best opera and musical theatre possible, then it is vital that our theatre be a space that acknowledges the importance of mental health. With the goal of the performing arts being to create empathy and understanding of the human condition, we are so proud to partner with a mental health organization like Walt’s Waltz that continues to save lives with its work. What could be more rewarding than that?” 

Jenna Tamisiea Elser, Producing Artistic Director for Glow Lyric Theatre. 

 
 

“Greenville Center for Creative Arts was honored to become the first Stigma-Free Zone in Upstate South Carolina and support Walt’s Waltz in shedding light on the important menta/l health issues that affect our community. As an organization that promotes creativity and connections, GCCA’s mission is enhanced by this partnership, which helps us foster a safe and welcoming space for people to express their struggles and feel supported.” 

Kim Fabian, Recently Retired Executive Director for Greenville Center for Creative Arts. 

 
10 Examples of Health and Wellness Programs in the Workplace 

Appendices and Additional Resources

Appendices and Additional Resources: To support your efforts in developing workplace behavioral health policies and conducting assessments, I’ve compiled a selection of checklists, templates, and recommended readings. These resources are designed to assist employers, HR professionals, and organizational leaders in fostering a mentally healthy workplace. 

🧾 Checklists & Templates for Workplace Behavioral Health 

  1. Mental Health Policy Templates
  1. Workplace Mental Health Checklists
  1. Employee Mental Health and Wellness Checklist Template
  • ProBizTemplat’s Employee Mental Health and Wellness Checklist: A practical tool to monitor and promote mental health initiatives within the organization. 

 

📚 Recommended Books on Workplace Behavioral Health 

Here are some insightful books that delve into various aspects of mental health in the workplace: 

Mental Health and Wellbeing in the Workplace: A Practical Guide for Employers and Employees by Gill Hasson and Donna Butler 

$12.25 

Why Workplace Wellbeing Matters: The Science Behind Employee Happiness and Organizational Performance by Jan-Emmanuel De Neve and George Ward 

$28.80 

How to Stop Trying: An Overachiever’s Guide to Self-Acceptance, Letting Go, and Other Impossible Things by Kate Williams 

$26.96 

Managing Up: How to Get What You Need from the People in Charge by Melody Wilding 

$25.82 

Workplace Mental Health Strategy Workbook: A Guide to Getting Started 

$21.99 

Top Selections: 

  1. Mental Health and Wellbeing in the Workplace: This guide offers practical advice for both employers and employees to address mental health issues, providing strategies for creating a supportive work environment. 
  2. Why Workplace Wellbeing Matters: Authored by Oxford researchers, this book presents a data-driven analysis of how employee happiness impacts organizational performance, emphasizing the importance of structural changes over superficial programs. (Business books: what to read this month) 
  3. How to Stop Trying: Kate Williams explores the pressures of overachievement and offers insights into embracing self-acceptance and letting go of perfectionism in the workplace. (Business books: what to read this month) 
  4. Managing Up: Melody Wilding provides strategies for navigating relationships with superiors, aiming to foster workplace advancement without compromising personal integrity. (Business books: what to read this month) 
  5. Workplace Mental Health Strategy Workbook: A practical workbook designed to help organizations develop and implement effective mental health strategies tailored to their specific needs. 

 

Contact Information

RESILIENT UPSTATE – BEHAVIORAL HEALTH COLLABORATIVE 

The Resilient Upstate Behavioral Health Collaborative is an effort to leverage the individual and collective expertise, experience, opportunities, and challenges of all entities engaged in supporting behavioral health in the Upstate SC region. The three lead partners for the effort are the South Carolina Office of Rural Health (SC ORH), the South Carolina Department of Public Health (SC DPH), and Ten at the Top (TATT). 

In 2024, the collaborative developed working groups around four primary areas of focus. Each workgroup met separately to address barriers and resources for behavioral health subtopics identified within each group. They also developed goals and outcomes that will effectively impact the individual and collective capacity of the region around those subtopics. 

 

Behavioral Health Systems  

 

 

 

First 

Last 

Organization 

Email 

Laura 

Aldinger 

Behavioral Health Services Association of SC, Inc. 

laldinger@bhsasc.org 

Justine 

Allen 

Ten at the Top 

jallen@tenatthetop.org 

Lucila 

Beaton 

Oconee County Schools 

lbeaton@sdoc.org 

Jordan 

Childs 

Clemson Rural Health 

childs9@clemson.edu 

Eve 

Fields 

Department of Mental Health 

eve.fields@sc.dmh.org 

Jessica 

Jacobs 

Carolina Health Centers, Inc. 

jjacobs@carolinahealthcenters.org 

*Erika 

Jensen 

Springbrook Behavioral Health System 

Erika.jensen@springbrookbhs.com 

Veronica 

Johnson 

  

vojohnson31@hotmail.com 

*Ann 

Lowman 

Springbrook Behavioral Health System 

Ann.lowman@springbrookbhs.com 

Heidi 

McCaulley 

SC Department of Public Health – Upstate 

mccaulhb@dph.sc.gov 

Monica 

Morehead 

Anderson University 

mmorehead@andersonuniversity.edu 

Susan 

O’Brien 

The Forrester Center for Behavioral Health 

sobrien@tfcbh.org 

Tacey 

Perillo 

Beckman Center for Mental Health Services/SCDMH 

tacey.perillo@scdmh.org 

Megan 

Rogers 

The Carolina Center for Behavioral Health 

megan.rogers3@uhsinc.com 

Tiara 

Scott 

Department of Public Health – Upstate 

scottts@dph.sc.gov 

*Lisa 

Soenen 

Prisma Health 

lisa.soenen@prismahealth.org 

*denotes co-leader 

 

Stigma  

 

 

 

First 

Last 

Organization 

Email 

Justine 

Allen 

Ten at the Top 

jallen@tenatthetop.org 

Marissa 

Barrera 

Department of Public Health – Upstate 

BarrerML@dph.sc.gov 

Lucila 

Beaton 

Oconee County Schools 

lbeaton@sdoc.org 

Sally 

Bissada-Lassiter 

Gateway 

sabissada@gateway-sc.org 

Phillip 

Clark 

Just Say Something 

phillip@justsaysomethingsc.org 

Susan 

Crooks 

Walt’s Waltz 

susan@waltswaltz.com 

*Keri 

Driggers 

Able SC 

kdriggers@able-sc.org 

Ebony 

Gaffney 

Spartanburg Area Mental Health 

ebony.gaffney@scdmh.org 

*Dennis 

Gillan 

Half A Sorrow Foundation 

dennis@halfasorrow.org 

Alicia 

Harris 

Centene 

alicia.p.harris@centene.com 

Kris 

Hawkins 

Prisma Health 

kris.hawkins@prismahealth.org 

Martine 

Helou-Allen 

RIZE Prevention Inc. 

martineh@rizeprevention.org 

JaLisa 

Jordan 

Live Healthy Spartanburg 

jjordan3@srhs.com 

Susan 

Kastner 

Family Connection of SC 

skastner@familyconnectionsc.org 

Misty 

Lee 

Department of Public Health – Upstate 

Leemm@dph.sc.gov 

Jessica 

Seel 

SC Office of Rural Health 

jseel@scorh.net 

Meagan 

Sherman 

US Dept. of Veterans Affairs 

Meagan.sherman@va.gov 

Chris 

Sherrill 

Humana 

csherrill@humana.com 

*denotes co-leader 

 

Linkages  

 

 

 

First 

Last 

Organization 

Email 

Maggie 

Bentley 

Department of Public Health – Upstate 

bentelml@dph.sc.gov 

Celeste 

Blinston 

Ten at the Top 

cblinston@tenatthetop.org 

Aimee 

Bowen 

SC Office of Rural Health 

abowen@scorh.net 

Rachel 

Brown 

Thriving Workforce Solutions 

rachelbrown@thrivingworkforcesolutions.com 

Phillip 

Clark 

Just Say Something 

phillip@justsaysomethingsc.org 

Susan 

Crooks 

Walt’s Waltz 

susan@waltswaltz.com 

Paulette 

Dunn 

SC Dept. of Veterans Affairs 

paulette.dunn@scdva.sc.gov 

Robyn 

Ellison 

Prisma Behavioral Health 

robyn.ellison@prismahealth.org 

Teri 

Gilstrap 

  

TigerTeri86@gmail.com 

Lucy 

Henry 

First Sun EAP 

lucy.henry@firstsuneap.com 

Dean 

Hybl 

Ten at the Top 

dhybl@tenatthetop.org 

*Robyn 

Knox 

The HR Business Connect 

robyn@thehrbconnect.com 

Barbara 

Jessen-White 

Michelin 

barbara.jessen-white@michelin.com 

Kristen 

Lagunas 

EnerSys 

kristen.lagunas@eas.enersys.com 

Chunsta 

Miller 

Goodwill Industries of Upstate/Midlands SC 

cmiller@goodwillsc.org 

Rut 

Rivera 

LiveWell Greenville 

rrivera@livewellgreenville.org 

Laurie 

Rovin 

LRovin Nonprofit Solutions 

lrovinnonprofitsolutions@gmail.com 

Jessica 

Seel 

SC Office of Rural Health 

jseel@scorh.net 

Darin 

Thomas 

Prisma Health Addiction Medicine Center 

darin.thomas@prismahealth.org 

Anna 

Zauner 

EnerSys 

anna.zauner@enersys.com 

*denotes co-leader 

 

Professional Pipeline  

 

 

 

First 

Last 

Organization 

Email 

Anna 

Bellew 

iTrust Wellness 

anna.bellew@itrustwellnessgroup.com 

Celeste 

Blinston 

Ten at the Top 

cblinston@tenatthetop.org 

Angel 

Bourdon 

SC Hospital Association 

abourdon@scha.org 

James 

Campbell 

Well Being Partnership of Greenville 

wbp@wbpgreenville.org 

Andrew 

Chandler 

SCORH 

chandler@scorh.net 

Laura 

Cox 

SC Department of Employment & Workforce 

lcox@dew.sc.gov 

Nita 

Donald 

Upstate AHEC 

ndonald@upstateahec.org 

Reita 

Drinkwine 

Clemson University Graduate School 

rdrinkw@clemson.edu 

Lillie 

Hall 

Department of Public Health – Upstate 

halllm@dph.sc.gov 

Dean 

Hybl 

Ten at the Top 

dhybl@tenatthetop.org 

Kristin 

James 

Spartanburg Area Mental Health Center 

kristin.james@scdmh.org 

Chunsta 

Miller 

Goodwill Industries of Upstate/Midlands SC 

cmiller@goodwillsc.org 

Andrea 

Raines 

WGU 

asmns0123@gmail.com 

Jessica 

Seel 

SC Office of Rural Health 

jseel@scorh.net 

Chris 

Sherrill 

Humana 

csherrill@humana.com 

*denotes co-leader