05/09/2025
5 September 2025
Why checking in matters: Building a supportive workplace culture for employees
It’s not always easy to notice when someone is feeling burned out or stressed, especially if they prefer to keep things private. Most of us want to support our teams and help them succeed, but busy schedules and limited in-person time can make it challenging to have genuine conversations. Some people may also hide their struggles because they worry about being judged. By learning to recognise the warning signs, leaders and colleagues can better support one another when it matters most.
Taking time to check in with colleagues one-on-one can help turn small talk into real connections. People want to feel valued and know that when someone asks how they are doing; they truly care about the answer.
Taking time to hold compassionate conversations not only enables employees to open up and ask for help, but it also empowers them to realise their potential at work. Most employees believe that they do their best work when they feel included and connected to their team and that support is important to help them bring their “whole self” to work.
As leaders increasingly check in with team members, employees’ fears of being judged for speaking about health and mental well-being decrease — and self-awareness rises. Everyone can be included, regardless of their workplace. For virtual workforces, leaders can keep these conversations inclusive by asking employees to share their feelings about stress or by inquiring about their primary work and home challenges. This is a great way to act intentionally and help everyone become aware of teammates’ challenges and how everyone can step in to assist without making the one struggling feel ashamed.
A framework for understanding stress and burnout
Leaders might find that some individuals are reluctant or uncomfortable about expressing their emotions, whether that’s because they are concerned about being judged, are new to the organisation, junior, or naturally introverted, for instance. Beyond establishing an open culture, and speaking out for themselves, leaders can also break down barriers by becoming familiar with stress and burnout indicators.
Employee burnout may be misinterpreted as a lack of commitment, a negative outlook, or a bad attitude; however, these signs are often a call for help. Knowing these indicators can serve as a guide for managers to understand which questions to ask their team members in a more specific way, while steering them away from questions that could trigger denial or defensive behavior. The indicators cover factors to think about across physical, mental, spiritual, emotional and social signs of stress, including:
• Appearance: Visibly evident sleep disturbance, dejected posture and bodily pain (physical)
• Performance: Impairment of cognitive performance (e.g., due to time pressure and information overload) (mental)
• Growth: Loss of a sense of purpose, direction and hope for a better future (spiritual)
• Affect control: Uncontrolled outbursts and irritability (emotional)
• Relationships: Deterioration of relationships and social isolation (social)
Stepping in with support
Awareness is the first step for every workplace well-being strategy. Once leaders and colleagues understand the drivers of stress and can identify workers who are at risk, they can begin to provide the right support for their needs — whether that’s support from professionals or introducing stress management techniques, such as meditation. Staying in close contact with these employees and maintaining conversations with all other individuals will equip you with the ability to understand evolving needs while fostering stronger work relationships.
Colleagues should also check in on each other, since some people feel more comfortable talking to a peer than to a manager. These peer relationships can make a big difference, even though it can be hard to get someone to open up.
As a trade union, UASA recognises that caring for employees extends beyond negotiating fair wages and working conditions—it means supporting every aspect of their well-being, particularly during challenging times.
UASA actively encourages employers to prioritise the mental and emotional health of their workforce. This can be done by employers partnering with organisations to promote and implement support programs that can help employees navigate personal and professional challenges. These programs often include counselling services, stress management workshops and resources designed to create a healthier and more resilient working environment.
By championing these initiatives, UASA aims to foster a culture where employees feel valued, supported, and empowered to seek help when needed. The union believes that when employers invest in the well-being of their teams, it not only benefits individual employees but also strengthens the organisation as a whole, leading to greater productivity and long-term success
Ref: www.organizations.headspace.com www.uasa.org.za
