Mental Health First Aiders: The Power of Peer-Led Support

This week (18 June) marks one year since the launch of the Association of Mental Health First Aiders® – a milestone that not only celebrates the nearly 87,000 MHFAiders® supporting others every day, but also shines a spotlight on the vital role of peer-led mental health support in our workplaces.

At Mental Health First Aid England®, we’ve always known that real change happens peer to peer – in everyday conversations, moments of compassion, and shared understanding.

In today’s fast-paced, high-pressure working world, mental health and wellbeing are no longer just ‘nice to have’, they are fundamental to creating thriving, productive, and sustainable workplaces. Peer-led mental health support, delivered by trained mental health first aiders, has proven to be one of the most impactful ways to foster mentally healthy cultures.

Why peer-led support works

Reducing stigma

One of the major barriers to mental health support in the workplace is stigma. In the UK, 35% of employees feel that there is stigma around mental health in their workplace. Mental health first aiders act as visible champions of mental health, helping to normalise conversations and break down taboos. 94% of mental health first aiders agreed that they were challenging stigma around mental health in their role.

Employees may worry about being judged, misunderstood, or seen as less capable if they open up, but peer-led support helps to dismantle this stigma. Sometimes, the most powerful support is simply being heard. Mental health first aiders provide a confidential, non-judgemental space for colleagues to talk about how they’re feeling.

Early intervention and prevention

Often, the earlier someone receives support, the more likely they are to recover and maintain good mental health. Mental health first aiders are trained to spot the signs of poor mental health – changes in behaviour, mood, or performance - and start a supportive conversation. They’re not there to diagnose or fix, but to listen non-judgementally, reassure, and guide colleagues to appropriate support such as EAPs, GPs, or external services.

This early intervention can prevent issues from escalating into crises, reducing absenteeism and presenteeism. Research from Deloitte showed that employers can achieve an average return of £4.70 for £1 invested in employees’ mental health and wellbeing, with early intervention and prevention producing the highest benefits.

Improved engagement and retention

Investing in wellbeing sends a powerful message to staff: you’re valued. When employees feel supported to feel psychologically safe they stay, engage, and perform well. Mental health first aiders are an integral part of building trust and psychological safety in teams.

Organisations that prioritise mental health and wellbeing support often see higher morale, improved employee satisfaction, and stronger loyalty. It’s a long-term investment that pays back through increased retention and productivity. In 2025, Great Places to Work reported that in the UK, psychologically healthy workplaces were six times more likely to want to stay and five times more likely to be strong advocates of their organisation.

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Integrating peer-led support into your wellbeing strategy

Peer-led support is an important part of helping your people feel supported. However, it should not be treated in isolation, it must sit within a broader wellbeing framework. That includes leadership buy-in – when leaders set an example and have open conversations about mental health this encourages others to do the same. Where heads of organisations speak about mental health, 72% of people are willing to disclose their poor mental health to their managers, compared to 38% where they don’t.

Workplaces must also select the right people. They should be approachable, empathetic, and trusted within their teams. It’s important to ensure that your mental health first aiders want to carry out the role, are proactive, and engaged with your organisation’s work around wellbeing. Diversity also matters – having mental health first aiders from a range of departments, backgrounds and seniority levels ensures better reach and relatability.

You want to encourage volunteers but you should also have a robust process for ensuring people are ready for the role. This could be through a short questionnaire or informal interview to assess their readiness. Providing clear expecations also ensures an easier process helping people understand the role they are undertaking and it’s importance. For example, make them aware of the time commitments involved for training and ongoing responsibilities and the support available to them.

It's crucial to ensure that mental health first aiders and employees providing peer-led support are confident and supported in their roles. This could be through internal networks, monthly check-ins, or communication of further learning opportunities. The Association of Mental Health First Aiders provides MHFAiders with access to a wide range of resources, from ongoing learning and qualifications to events and research, so they can fulfil their roles with confidence, skill, and care. Organisations must not forget that those who provide peer-led support need it too.

Employees who offer peer-led support should be visible and accessible in their role.

Workplaces should ensure staff know who their mental health first aiders are, how to contact them, and what they can help with. Workplaces could promote peer-led support through posters, intranet pages, email signatures, or team briefings.

A culture of care is good for business

In an age where hybrid working, digital overload, and economic uncertainty are the norm, creating compassionate, connected workplaces has never been more important. Peer-led support, anchored by trained mental health first aiders, offers a practical, human solution.

It helps employees feel seen, heard and supported. It reduces stigma and encourages early intervention. It contributes to happier, healthier teams that perform well.

By empowering colleagues to support each other, organisations can foster a workplace where wellbeing thrives – and where people and performance go hand in hand.

Training employees in mental health first aid and embedding peer-led support into workplace culture can help foster more supportive, high-performing teams. You can read more about successful peer led support networks at Nationwide and Computacenter.

About the author

Sarah McIntosh is the Chief Executive of Mental Health First Aid England, a social enterprise committed to creating mentally healthy workplaces where people, communities and businesses thrive. As workplace mental health experts, they deliver tailored, evidence-based and inclusive training and consultancy to develop high-performing and productive teams.

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Article Topics

• Business Management
• Employees