According to a report from ComPsych, employee mental health leave days have surged by an astonishing 300% since 2019 — rising from 2% to 8% of all leave days in 2024.
While overall leaves of absence are up 30% since before the pandemic, the jump in mental health-related absences signals a profound change in how employees—and employers—are managing wellbeing at work.
A post-pandemic reset
According to ComPsych CEO Paul Posey, the shift is more than just a trend; it’s a structural reset.
“The pandemic fundamentally reset norms in absence management for employers,” Posey explained. “In the ‘new normal,’ we’re seeing elevated levels of leave across the board, especially for mental health. This means employers need to reevaluate both their approach to absence management and overall employee well-being to foster workforces that thrive.”
The rise of mental health awareness
The surge in mental health leave aligns with broader social changes. During the pandemic, isolation, uncertainty, and burnout exposed just how fragile the boundary between work and wellbeing could be. In 2023, Jobseeker data showed 77% of employees considered mental health support – such as paid time off and wellness programmes – an essential factor in job satisfaction.
Organisations have taken note. A Mercer report from late 2023 found that 94% of large US employers have expanded mental health coverage in the past three years. Many introduced Employee Assistance Programmes (EAPs), teletherapy access, or resilience training.
Even industries once reluctant to address mental health openly, like finance, legal, and professional services, are shifting focus. For EAs in these sectors, understanding the available resources and encouraging executives or colleagues to use them can make a real difference in maintaining a healthy and productive team dynamic.
The role of benefits in recovery
One of the most interesting findings from the ComPsych report is that employee assistance benefits significantly shorten the duration of leave. Employees who used their EAP services returned to work six days sooner than those who didn’t.
This pattern held true across different types of leave, not just for mental health. For instance, employees who took maternity leave but didn’t engage with behavioural health services were away 15% longer than those who did.
Dr. Jennifer Birdsall, Chief Clinical Officer at ComPsych, called these results “encouraging,” adding:
“It’s especially encouraging to see this remains true regardless of the leave reason – mental health, physical, parental – as it demonstrates investing in well-being is beneficial across diverse employee populations and life events.”
Executive assistants often find themselves at the intersection of business operations and human connection. When a team member takes mental health leave, or when executives themselves experience burnout – it’s often the EA who helps manage the logistical and emotional ripple effects.
This might include coordinating temporary cover, adjusting schedules, maintaining confidentiality, or ensuring communication remains empathetic and professional. Understanding how mental health leave impacts productivity and morale allows EAs to anticipate needs before they escalate.
Building a healthier work culture
The ComPsych data underscores an important lesson: addressing mental health proactively benefits everyone. When employees engage with support services early, they not only return to work faster but also contribute more sustainably.
For organisations, the takeaway is clear: encourage conversations, provide accessible support and normalise the need for time off. It can strengthen workplace culture and reduce long-term absenteeism.