Suicide Prevention in the Workplace: Noticing Risk, Talking and Referring Well

Suicide prevention in the workplace: what are the warning signs and how do you talk to a struggling employee? A safe, practical guide for managers and HR.

If you are facing an emergency, that is, if an employee is in danger of harming themselves, stop reading this article and call 112 (emergency services) straight away. Do not leave the person alone.

Suicide is one of the least talked-about subjects in workplaces. Many managers think that this subject lies outside their area of responsibility, that it is "the experts' job", or that raising it would increase the risk. Yet employees spend most of their waking hours at work, and it is often managers and colleagues who first notice the changes in a struggling employee. Suicide prevention in the workplace does not require managers to be therapists; what it requires is recognising the warning signs, asking openly and with compassion, and getting the person to the right support. In this article, for employers, HR managers, OHS specialists and team leaders, I look at how to notice risk, how to have a difficult conversation, and what structures organisations can put in place.

Why Should Suicide Prevention in the Workplace Be on Organisations' Agenda?

Suicidal thoughts are not usually due to a single cause; they arise when many factors come together, such as mental health problems like depression, severe life events, hopelessness and a lack of social support. Working life can increase some of these factors, while for others it can be a strong protective resource. Meaningful work, supportive colleagues and fair management are important anchors a person can hold on to in a difficult period.

The general mood of employees in Turkey makes this subject even more important. According to Gallup's 2026 report, 66% of employees in Turkey say they experienced stress during much of the previous day, 27% sadness and 23% loneliness; the proportion of employees classified as "thriving" is only 19% (Gallup, 2026; 2025 data). According to the World Health Organization, an estimated 16% of working-age adults were living with a mental disorder in 2023 (WHO, 2026).

At the same time, mental health problems are still largely hidden in the workplace. In a survey in Europe, 50% of employees think that disclosing a mental health problem would harm their career (EU-OSHA, 2022). In another study covering workplaces in Europe, the greatest difficulty in managing psychosocial risks was reported, at 59%, to be reluctance to discuss these issues openly (EU-OSHA, 2025). In a workplace where silence prevails, a struggling employee may choose to withdraw rather than ask for help.

Common Misconceptions

There are some common beliefs that make it harder to take action on this subject in the workplace:

• "Asking about suicide puts the idea into a person's head." Wrong. Research shows that asking directly and compassionately about suicidal thoughts does not increase the risk; on the contrary, it can help the person feel relieved and make it easier for them to ask for help.
• "People who talk about it don't do it." Wrong. Talking about death or self-harm is always a warning sign that must be taken seriously.
• "These people just want attention." This thinking leads to ignoring a call for help. Every statement must be taken seriously.
• "If they look fine on the outside, there's no problem." Many people with suicidal thoughts can carry on functioning at work and continue to seem fine.
• "This is not the manager's job." A manager's task is not to treat but to notice, ask and refer. These three steps can be life-saving.

Warning Signs: What to Look For

Warning signs are not a diagnosis or a definite indicator of risk on their own; but several signs appearing together, or a marked change in the person, is reason enough to start a conversation.

Verbal signs:

• Talking about wanting to die, about life being meaningless, or about "everything ending soon"
• Statements such as "Everyone would be better off without me", "I can't take it any more", "I'm a burden"
• Sentences expressing hopelessness or that there is no way out

Behavioural signs:

• Withdrawing markedly from colleagues and social settings
• Giving away valued possessions, behaving as if saying goodbye, suddenly "tidying up" work
• An increase in alcohol or substance use
• Carelessness and risk-taking behaviour not seen before
• Unexplained sudden calm after a long period of low mood and withdrawal

Emotional signs and signs showing up in work:

• Persistent sadness, anger, shame or guilt
• A marked and continuing drop in job performance, frequent absence
• Serious changes in sleep pattern and an appearance of exhaustion

Life events that may increase risk: Job loss or fear of dismissal, heavy debt and economic crisis, mobbing or harassment, divorce or the loss of a relationship, the death of someone close, a diagnosis of serious illness, legal problems and previous suicide attempts. For more on the symptoms of depression, you can look at the article on symptoms of depression.

How Do You Talk to a Struggling Employee?

When talking to an employee you are worried about, you do not need to find perfect sentences. What matters is sincere concern, calm and openness.

1. Choose a suitable setting. Pick a quiet place and time with privacy, where you will not be rushed.

2. Start with what you have noticed. Open in a non-judgemental way, such as "I've noticed that you've looked very tired and sad over the last few weeks, and I'm concerned about you."

3. Ask directly. If you are worried, ask directly instead of using indirect wording: "Sometimes when people are struggling a lot, they can think about ending their life. Are you having thoughts like that?" It is hard to ask this question, but it opens up a space for the person to talk.

4. Listen, do not judge. Do not try to come up with solutions, give advice or say "but you have everything". Acknowledge that what the person is going through is real and heavy.

5. Do not leave them alone, and connect them. If the person says they have suicidal thoughts, do not leave them alone. If there is immediate danger, call 112 (emergency services) at once. In non-emergency situations, help them reach a mental health professional; if necessary, support them in making an appointment, and with the person's consent involve a relative they trust.

6. Do not promise confidentiality. Instead of saying "I won't tell anyone", explain: "For your safety I may need to share this with the people who need to know." The person's safety comes before confidentiality, but information should be shared only with those who need it and in a respectful way.

7. Follow up. A short check-in in the days after the conversation makes the person feel they are not alone.

The World Health Organization's psychological first aid guide also sums up the basic principles as Look, Listen, Link (WHO, 2011). These principles are designed so that people who are not professionals can also take the right steps in a crisis. You can find how managers can prepare for these conversations in detail in the article on mental health training for managers.

Do not be afraid of not finding the right words; often the most protective thing is that someone has really asked and really listened.

The Legal and Organisational Responsibility Framework

Article 4 of the Occupational Health and Safety Law No. 6331 states that the employer is obliged to ensure employees' work-related health and safety, and requires them to consider an employee's suitability for the job from a health and safety standpoint when assigning tasks. Article 5, paragraph (f), of the Law provides for the development of a prevention policy covering factors related to the organisation of work and social relations. Article 8 of the Occupational Health and Safety Risk Assessment Regulation requires that sources of psychosocial hazards be identified and recorded.

Article 417 of the Turkish Code of Obligations No. 6098 places on the employer an obligation to protect the employee's personality and, in particular, to take the necessary measures to protect employees from psychological harassment. Since mobbing and harassment are among the experiences that pose a serious risk to mental health, an effective anti-mobbing policy is also a protective measure.

Internationally, ISO 45003:2021 lists anxiety and depression among the possible consequences of psychosocial risks and offers guidance for managing these risks within an OHS management system.

What Can Organisations Do for Suicide Prevention in the Workplace?

An effective approach to suicide prevention in the workplace is not made up of a single training session or a leaflet. Prevention, early recognition, intervention in a crisis and support after a crisis should be thought of as links that complement one another. The ILO also stresses that individual measures should complement, not replace, organisational measures (ILO, 2026). In other words, it is important to teach managers the warning signs, but the effect of this training remains limited unless the conditions that feed risks, such as excessive workload, mobbing or injustice, are changed. The headings below offer a framework that can be adapted to the size of the organisation.

Prevention:

• Create an organisational culture in which mental health can be talked about openly; senior management taking a clear stand on this reduces stigma.
• Assess psychosocial risks: reduce factors such as excessive workload, mobbing, harassment and job insecurity.
• Offer confidential psychological support and remind people of it regularly.
• Provide additional support for employees in periods of economic crisis, dismissals or restructuring.

Training:

• Train managers and HR teams in recognising warning signs, asking and referring. In the World Health Organization's guidelines on mental health at work, the recommendation with the strongest evidence is giving managers mental health training (WHO, 2022).
• Consider setting up a "support network" made up of volunteer employees who have received psychological first aid training.

Intervention:

• Prepare a written protocol showing who will do what in a crisis: calling 112 (emergency services), not leaving the person alone, who will be informed and how confidentiality will be protected.
• Clarify the role of the workplace doctor and the OHS specialist in this protocol.

Return to work after a crisis:

• Plan the return to work of an employee who has experienced a crisis or received treatment; discuss reasonable adjustments, a phased return and regular follow-up. The WHO presents reasonable adjustments for employees with mental health conditions as a strong recommendation (WHO, 2022).

After a loss to suicide:

• Inform the team in respectful, plain language after the loss; avoid details and information about how the event happened.
• Stay away from explanations that romanticise the loss or attribute it to a single cause.
• Offer team members voluntary support and monitor close colleagues in particular. A loss to suicide can lead to intense grief, guilt and anger in those left behind. I cover how to support a team through grief in the article on grief at work.

How to Get Started in Your Organisation

Needs analysis: The first step on this subject is to see honestly where the organisation stands today. Existing mental health policies, crisis protocols, managers' level of preparedness on this subject and employees' access to sources of support are reviewed. Confidential surveys measure psychosocial risks and perceived stigma.

Programme: The core components of a suicide prevention programme in the workplace are these: a written mental health and crisis policy, training for managers in warning signs and conversation skills, a support network that has received psychological first aid training, confidential individual support and a return-to-work plan after a crisis are addressed together. You can look at how a structure suited to your organisation can be set up on the corporate services page.

Measurement: Training attendance, use of the support service, perceptions of stigma and trust in employee surveys, and experiences of applying the crisis protocol are assessed at set intervals. In this area it is not possible to measure success with a single number; but employees finding it easier to ask for help when they struggle, managers feeling more ready to have these conversations and support channels becoming well known are important signs that the culture is changing. Reviewing the protocol after every crisis experience is also part of continuous improvement.

Frequently Asked Questions

Is it risky to ask an employee whether they have thoughts of suicide?

No. Research shows that asking this question directly and compassionately does not increase risk. On the contrary, someone having asked can make it easier for the person to share what they are going through and to ask for help. What matters is listening to the answer calmly and getting the person to support.

What should I do if an employee says they have suicidal thoughts?

Stay calm, do not leave the person alone and listen. If there is immediate danger, call 112 (emergency services) at once. In non-emergency situations, help them reach a mental health professional and, with the person's consent, involve a relative they trust. Do not promise confidentiality; the person's safety is the priority.

How much responsibility should managers take on this subject?

The manager's role is not diagnosis or treatment; it is to notice, ask, listen and refer to the right support. For them to take on this role with confidence, they need training and the organisation needs a clear crisis protocol. It should not be forgotten that managers themselves may need support after these conversations.

How do you support the team after an employee's suicide?

Inform the team in respectful, plain language, avoid details and offer voluntary psychological support. Monitor close colleagues and those who feel responsible in particular. If anyone in the team talks about thoughts of self-harm, this is an emergency and 112 (emergency services) should be called.

• #suicide prevention
• #mental health
• #crisis management
• #manager training

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Eda Erkan Alapala

Klinik Psikolog. İstanbul Kent Üniversitesi Klinik Psikoloji Tezli Yüksek Lisans mezunu; bilişsel davranışçı terapi, çocuk merkezli oyun terapisi ve çocuk-ergen psikoterapisi alanlarında eğitimlerini tamamlamıştır.

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