Toolkit
Preventing and Responding to Suicide at Work
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Prevention—Reducing Suicide Risk
Intervention Strategies
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Understand Your Role
Leaders, HR professionals, and union representatives are often among the first to notice when an employee is struggling. Your role is not to diagnose or counsel, but to recognize warning signs, approach the person with empathy and care, and connect them to appropriate supports. Compassionate, timely intervention can save a life.
Guidelines for Approaching and Talking to At-Risk Employees
Approach with empathy, privacy, and respect. Choose a quiet, confidential space where the employee has privacy and where you can focus on the conversation without distractions. Express genuine concern based on specific behaviours you've observed.
Example:
"I've noticed you've seemed withdrawn and overwhelmed lately, and I'm concerned. How are you doing?"
When initiating a conversation:
Focus on expressing care and concern rather than judgment or interrogation.
Use simple, direct language.
Ask open-ended questions.
Avoid making assumptions or offering solutions or quick fixes.
Allow silence; sometimes allowing space encourages sharing.
Pointers for Supportive Listening
Supportive listening communicates that you value and respect the person's experience. You don't need to have all the answers—being present is often the most important action you can take.
Listen more than you speak.
Focus on what they say without interruption or distraction.
Show empathy through tone and body language (open posture, nodding, maintaining eye contact, calm demeanour).
Reflect what you hear to show understanding ("It sounds like you're feeling…")
Seek clarification if you're unsure you understand something.
Avoid minimizing or contradicting their feelings. (This includes avoiding being overly optimistic, for example, saying “Everything’s going to be fine!”)
Summarize the conversation.
You don’t need perfect words. A simple ‘I’ve noticed you seem different, and I’m concerned about you—how are you really doing?’ can open the door.
If you believe an employee is distressed or suicidal, take the following key steps.
Engage with care and seek urgent help
Tell the employee you care about their well-being and safety, and acknowledge that you are not qualified to provide medical or mental health care.
Ask direct but compassionate questions about how they are feeling and whether they are thinking about harming themselves.
Urge them to seek immediate professional help, such as going to an emergency room, visiting an urgent care center, or seeing their health care provider right away.
Seek help from HR and contact the employee support/EAP program to speak with a specialist; inform your own manager according to policy.
With the employee's consent, call the employee support program or your community’s crisis or suicide prevention helpline together. In an urgent or life-threatening situation, call 911 even without consent if necessary to protect life.
Do not leave them alone
If the employee refuses immediate intervention, encourage them strongly to identify someone they trust who can come and be with them.
If appropriate, offer to contact a friend or family member or use the emergency contact listed in their personnel file.
Do not leave the employee alone until you are confident they are safely accompanied by a responsible adult or in the care of emergency or medical professionals.
If someone has hurt themselves and you think their injuries are life-threatening, or if you believe that someone is at immediate risk of suicide, call 9-1-1. (You can do this whether or not they are with you in person. Be prepared to give 9-1-1 a location.)
If the risk doesn’t appear immediate but you remain concerned, speak with the employee to share your concern.
Provide and Connect to Ongoing Support Resources
Prepare to offer specific, accessible supports. Avoid vague suggestions like "get some help." Instead, connect the person with resources, such as:
Offer resources such as your organization’s Employee Assistance Program for immediate counselling and ongoing support. Explain what counselling support is available through EAP, provide the EAP's 24/7 helpline contact details, and, if possible, facilitate the first call.
Provide crisis contact information, such as a 24/7 crisis or suicide prevention line available in your region (for example, the 9-8-8 Suicide Crisis Helpline (Canada) or similar local crisis services such as those provided by 211 Saskatchewan—a helpful directory for distress lines.
Medical and psychological supports: Encourage the employee to follow up with their primary care provider, mental health clinician, or community resources.
Peer supports or union mental health reps, if available within your organization.
Ensure that printed or digital resource sheets are readily available so employees can access assistance easily and discreetly.
Remember to stay mindful of one's culture. You can ask, "Are there any cultural, spiritual, or family traditions that are important to you as you cope with this?" and "Is there anyone from your community you would like involved in support or decision-making?"
After the Crisis
Once the employee is safe, follow up with HR to explore whether benefits such as medical leave, modified duties, or accommodations are needed.
Be aware that mental health conditions or substance use may trigger protections under employment, disability, or human rights legislation in your jurisdiction.
Depending on company policy, HR may request a fitness-for-duty or return-to-work form from a health care provider before the employee resumes full duties.
Continue to check in with the employee in a supportive, non-intrusive way about how work is going.
Remember that the EAP or similar service is also available to support you and any team members who were involved or affected.
Proper Referral Procedures to Mental Health Professionals
Once you've listened, expressed concern, and ensured immediate safety, make a
warm referral—stay engaged until professional help takes over.
Contact your EAP provider or crisis line while the employee is present, if appropriate.
Follow internal protocols for mental health referrals and reporting safety concerns.
Maintain confidentiality, sharing information only with those who need to know to ensure the person's safety.
Document the interaction in accordance with organizational policy, focusing on observed behaviours and actions taken—not personal opinions or diagnoses.
Follow up with the employee after the crisis to check on support and workplace reintegration plans.
Help Build Resilience
When an employee is in crisis, managers and people leaders can play an essential role in helping them build their resilience.
Encourage connection and support to develop strong relationships.
Normalize and applaud seeking help as a smart move, not a sign of weakness.
Remind them that many face hard times and overcome challenges. Provide hope.
Consult first (if time allows)
If there is no immediate danger, discreetly contact Human Resources (HR), your internal health and safety lead, or an appropriate senior leader for guidance. Furthermore, employee assistance programs also offer urgent management consultations through which you can also seek guidance.
Clarify your role and any relevant policies before or immediately after speaking with the employee, depending on urgency.
Protect employee privacy
Protect the employee's privacy within the workplace while you seek guidance and support.
Inform HR so they can support both you and the employee, but share only the information that is necessary for safety and support.
Consider carefully what, if anything, other employees or higher management need to know, and limit details to what is essential.
Ensure immediate safety
If the employee appears in immediate danger (for example, they describe a specific plan, means, or intent to harm themselves), call 911 or your local emergency medical line right away.
If they are not in immediate danger, stay calm, move to a quiet and private space, reduce distractions, and maintain their privacy and confidentiality as much as possible.
Asking About Suicidal Thoughts Directly
Contrary to common fears, asking directly about suicide does not put the idea in someone's mind—it can actually relieve distress by allowing open conversation.
If you are concerned about an employee or team member, be direct but calm. You can say:
"Sometimes when people feel as sad or hopeless as you describe, they think about suicide. Have you been thinking about hurting yourself or ending your life?"
"Have you had any thoughts about killing yourself?"
For additional guidance on talking with and supporting employees who may be in distress or struggling with mental health concerns, consider the following resources:
Conversation Guide for Managers: Employees and Mental Health
Saskatchewan Public Service Commission
How Managers Can Support Employee Mental Health
Men’s Health Foundation
