September Is Suicide Prevention Month. What Role Should HR Play?

Suicide remains a leading cause of death in the U.S., affecting people of all ages and backgrounds. The workplace can mitigate this issue by serving as a valuable source of support for those experiencing mental health challenges.

According to data from the U.S. Centers for Disease Control and Prevention, suicide was responsible for nearly 49,000 deaths in 2024. Additionally, the data showed:

• An estimated 14.3 million adults seriously thought about suicide;
• 4.6 million planned a suicide attempt; and,
• 2.2 million attempted it.

With September designated as Suicide Prevention Month by U.S. organizations such as the Substance Abuse and Mental Health Services Administration and the National Alliance on Mental Health, now is an important time for employers to review the benefits, programs and resources available to workers to help create a workplace that prioritizes psychological safety and well-being.

Access bonus Workspan Daily Plus+ articles on this subject:

• How HR Can Build a Psychologically Safe Work Environment
• From Access to Outcomes: Auditing and Selecting EAPs for Mental Health

Understanding Suicide Prevention and Postvention

The profound impacts of death by suicide for an organization and those affected are among the reasons why experts say workplace leaders — including those in HR — should plan for both prevention (creating the conditions that support well-being before a crisis occurs) and postvention (ensuring workers receive appropriate support and communication in the aftermath of a crisis).

Prevention typically starts with creating a psychologically safe work environment and equipping managers with the knowledge and resources to recognize when a worker may be experiencing a mental health crisis.

There is no single indicator that someone may be struggling, said Courtney Schroeder, the national well-being practice leader at risk management and consulting firm Gallagher, which is why awareness and education are so important.

Still, there are some signs of distress for managers and leaders to be aware of, including:

• Noticeable changes in mood or behavior;
• Withdrawal from coworkers;
• Increased absenteeism;
• Decline in performance;
• Neglect of personal appearance;
• Expressions of hopelessness;
• Increased substance use; and/or,
• More direct comments, like expressing they feel like a burden, talking about death or self-harm, or giving away possessions.

While managers are not expected to act as mental health professionals, Schroeder said organizations should invest in helping such leaders recognize these warning signs, and how to have supportive conversations with workers and connect them to professional resources at that moment.

During postvention, the loss of a coworker by suicide also can have a significant impact on the organization and its workforce. Research by The American Association of Suicidology determined that each suicide affects 135 people who knew the person, which may include coworkers and those in the workplace.

“When an employee dies by suicide or experiences a suicide attempt, coworkers often experience grief, shock, guilt, anxiety and fear,” Schroeder said. “Teams may struggle with engagement, productivity, communication and morale as they process the event and support one another.”

How HR Can Help

Although September provides an opportunity for you to bring attention to suicide prevention, the experts interviewed in this article emphasized that mental health resources and education should be reinforced year-round.

Raising awareness of your employee assistance programs (EAPs) and the resources they provide is an important part of that communication, said Paula Allen, the global leader of research and insights at digital health provider TELUS Health.

By informing employees how EAPs can aid with a range of issues (e.g., financial, legal and mental health), this benefit can help them deal with circumstances that might make life feel out of control, she said.

Schroeder also suggested for you to:

• Review the company’s crisis response and postvention plans.
• Evaluate mental health benefits and EAP offerings.
• Provide continued training for managers to recognize warning signs and how to respond appropriately.
• Assess workplace stressors that may contribute to employee distress.
• Share access to mental health resources and the 988 Suicide & Crisis Lifeline.

“Effective organizations create a throughline across managers, workload, policies, benefits, financial support, community and growth,” said Deb Smolensky, the vitality and well-being solutions global practice leader at workforce advisory firm NFP. “Employees should know where to turn, trust that seeking care is supported and access affordable, high-quality help quickly.”

Editor’s Note: Additional Content

For more information and resources related to this article, see the pages below, which offer quick access to all WorldatWork content on these topics:

• Employee Benefits
• Employee Experience
• Well-Being