For most of us, work is where we spend the majority of our waking hours. That gives employers – particularly people managers – a unique opportunity. They’re often the first to spot when an employee isn’t themselves, and the first to step in with support. The way a manager responds in those moments can make all the difference to whether someone feels able to open up – or chooses to stay silent.

Suicide is by no means an easy subject to talk about, especially in the workplace where long-outdated stereotypes can leave people feeling fearful of being judged, rather than supported. But it’s a subject we cannot afford to ignore. 

The statistics are alarming: Suicide is the main cause of death in young people under the age of 35 in the UK, the biggest cause of death in men under the age of 50, and one quarter of people will experience suicidal thoughts. Research also suggests that up to 650 suicides a year may be linked to work. That’s around 10% of the national total.

Behind every one of those numbers is a colleague, a family member, a friend. Suicide is not just a public health crisis, it is a workplace issue – and that means HR professionals and managers have a vital role to play.

Why suicide is still so hard to talk about

Even with greater awareness around mental health, suicide remains one of the hardest topics to tackle at work. Stigma is a huge barrier, especially in some male-dominated industries where “toughen up” is still the overarching response to mental health. For people already struggling in silence, that kind of culture can be deeply isolating.

The words we use matter immensely. Terms like “committed suicide” are still common, but they carry associations with crime and shame. In one UK survey, two-thirds of employees said they would use harmful language like this, while nearly a quarter admitted they might respond to a colleague’s disclosure with something unhelpful like, “please don’t do anything stupid.” It’s not that people intend to cause harm – often they are simply unsure of what to say. But the impact can be devastating if the person in crisis feels dismissed or judged.

Then there’s the fear aspect. Many managers worry that bringing up suicide might make things worse. In reality, asking directly “Are you thinking about suicide?” is one of the most effective ways to keep someone safe. Avoidance, however well-meaning, can leave someone feeling even more alone.

The truth is that managers don’t need to be therapists to support someone who is suicidal. But they do need confidence, skills, and the right support structures behind them. That’s where HR and people leaders can set the tone.

Suicide prevention priorities for every organisation

What does good practice look like? Here are four practical priorities every organisation can focus on:

1/ Train managers to spot warning signs and start conversations

Managers are on the frontline of employee wellbeing. With the right training, managers can learn to notice changes in behaviour – a colleague withdrawing, becoming unusually irritable, or showing sudden dips in performance – and respond with empathy rather than avoidance. Even one single, open conversation can give someone the lifeline they need.

2/ Use language that reduces stigma

Creating a culture where it’s safe to talk starts with how we communicate. Replacing the phrase “committed suicide” with “died by suicide,” for example, may seem like a small shift, but it removes the sense of blame and makes space for more compassionate conversations. HR can reinforce this through policy documents, training, and everyday dialogue. When leaders consistently model non-judgmental language, it signals to everyone that talking about suicide is not taboo.

3/ Make pathways to support visible and clear

When someone is in crisis, knowing where to turn can save precious time. Yet nearly half of employees say they don’t know what support is available through their workplace. HR teams can make a real difference by ensuring everyone knows about internal options like Employee Assistance Programmes (EAPs), as well as external resources such as Samaritans, Mind, or CALM. It’s important to share this information proactively and often – make it as easy as possible for someone in crisis to know where to turn. 

4/ Lead by example

Culture change starts at the top. When senior leaders share their own experiences – where it feels appropriate – they show that vulnerability is not weakness but strength. Employees take cues from how leaders behave, and when leaders are open and human, it creates space for others to be the same. HR professionals can encourage and support leaders to “walk the talk” on mental health, not just in awareness campaigns, but in day-to-day interactions.

Compassion and clarity can save a life

Suicide prevention in the workplace isn’t about turning managers into counsellors. It’s about creating a culture where people feel able to be honest about how they’re doing, and where managers feel confident to respond with compassion and clarity.

No organisation can prevent every tragedy. But every organisation can take steps to make it more likely that people feel safe to speak up – and more likely that they’ll be guided towards the help they need. For HR and people managers, that responsibility can feel daunting, but it’s also a powerful opportunity to make a genuine difference in people’s lives.

By focusing on these four priorities – training managers, using compassionate language, making support visible, and leading by example – employers can help shift the culture of silence around suicide. And in doing so, they can create workplaces where people are not only valued for what they do, but supported for who they are.