You’re offline. This is a read only version of the page.
New research published today to mark My Whole Self Day, reveals almost a third of employees (30%) say people in their organisation sometimes reject others for being different. 1 in 10 employees (9%) said they do not feel their team treat each other with respect.
The research was carried out in partnership with Henley Business School, among 2,000 employees. It also revealed the number of people who feel they can bring their whole self to work has dropped dramatically in the past five years, as equity, diversity and inclusion (EDI) initiatives come under threat globally. Companies such as Google, Meta, McDonald’s, and Amazon have announced they are scaling back EDI initiatives.
There’s been a 25% drop in the number of people who feel they can bring their whole self to work, (66% in 2020, 41% in 2024) risking employee wellbeing and productivity. Of the employees surveyed, around a third agree that not being your whole self at work has an impact on productivity (31%), mental health (34%), and engagement with work (36%), demonstrating the knock-on wellbeing, purpose, and performance.
My Whole Self is the campaign for workplace culture change. MHFA England® wants employers to create cultures where people feel safe to bring their whole self to work, if they choose. Teams that feel safe and connected work better together, driving improvements in mental health and performance.
This year, we are warning employers of the risks of deprioritising EDI, cautioning that doing so could impact employee and business health.
Empower your teams to bring their whole self to work
Data released for My Whole Self Day 2025 reveals that only half of the number of people who think it’s important to bring your whole self to work feel able to do so. 82% think it's important people are able to bring their whole self to work, but only 41% of people feel they can, and only 31% felt their colleagues could do so in practice.
This is particularly true for those with protected characteristics. 54% of Black people say not being able to bring your whole self to work impacts productivity and 51% of gay or lesbian people say it impacts their mental health. Only 1 in 4 (25%) people with mental ill health felt they could bring their whole self to work. The more energy employees use to hide parts of themselves at work, the less energy they have to focus on work. By deprioritising EDI employers risk increasing this further. This brain drain could result in a significant loss of talent and a decline in productivity.
There is also concern about the disconnect between manager and employer perceptions of psychological safety. Our research shows that while senior managers are most likely to recognise the importance of being able to bring your whole self to work, they tend to overestimate the extent to which they feel their colleagues can do so.
This year, we have worked in partnership with Henley Business School, publishing a new report exploring psychological safety can influence employee engagement and wellbeing.
You can read it in full here: A white paper: The business case for belonging. How psychological safety drives engagement, wellbeing, and performance .
Our Chief Executive, Sarah McIntosh said:
“Rather than reverting to a workplace of the past because that’s what those that shout the loudest are telling us, we must focus on making continued progress towards workplaces where work works for everyone.
"The working world has changed dramatically in recent years. A rigid, one-size-fits-all structure of what a workplace should be risks disengaging and excluding sections of the workforce. This poses a risk to talent retention, performance and productivity. A more flexible, inclusive approach will not only support employee wellbeing but also create a more resilient, innovative and adaptable workplace for the future.”
Dr. Melissa Carr, Director of Equity, Diversity, and Inclusion at the World of Work Institute, Henley Business School, adds:
“The research highlights how people’s experiences within the workplace are far from meritocratic: an individual’s diversity characteristics and lived experiences impact on their psychological safety, wellbeing and productivity.
“We are at a critical juncture in relation to equity, diversity and inclusion. For those companies that are stepping back on this work, there are many others that are doubling down and showing their commitment. This research highlights that there is work to be done so that everyone can thrive within the workplace. If we can all work towards that, it will be better for people, businesses, and society.”
Given how much value managers deliver to organisations in building psychologically safe cultures, it is vital that they have the tools, time, and training to do the job of managing well.
That’s why MHFA England has developed a brand-new course for people managers, Supporting Team Mental Health and Performance.
This course gives people managers the resources, and confidence to have effective and supportive performance and mental health conversations with their teams. It also provides participants with the tools to look after their own mental health and role-model positive behaviour for employees.
How can people managers support employee mental health and performance?