Mental Health Matters on the Job

Recognizing the warning signs and how to respond

By: Sidney Hawkins

Demand for construction has never been higher. Cranes dot the skyline, crews work long hours and projects stretch years into the future. But behind the hard hats and deadlines is a growing crisis that does not show up in a project schedule, and it’s costing the industry more than it can afford to ignore.

Nearly two-thirds of U.S. construction workers reported experiencing anxiety or depression in the last year, up from 54% just a year ago. According to the National Alliance on Mental Illness, construction workers face one of the highest suicide rates of any profession in the country, nearly four times the national average. In the U.S., where a booming construction sector means more workers, longer hours and greater pressure, those numbers carry real weight. The workforce driving infrastructure needs more than PPE and safety protocols; it needs tools to protect mental health and well-being on and off the jobsite.

Starting the conversation: why stigma is the real obstacle
Construction culture is built on resilience. Workers show up every day ready to solve problems, meet deadlines and deliver results for their teams and their communities. That dedication is one of the industry’s greatest strengths. But resilience does not mean going it alone, and asking for support is not a sign of weakness. It is a sign of self-awareness that makes crews stronger. Stigma around mental health is a deeply embedded industry norm, and changing it requires an overhaul of industry and company culture. It starts with one honest conversation.

At the Arizona Builders Alliance, stigma reduction starts at the top. People-first companies build cultures where workers feel seen, valued and safe enough to speak up. When leadership speaks openly about mental health in toolbox talks, safety meetings and companywide communications, it signals to workers that it is safe to do the same. Workers take their cues from the people around them. Education turns connections into action, and that is exactly the kind of culture that should be promoted across the construction industry.

Warning signs supervisors cannot afford to miss — and what to do about them
Mental health challenges rarely announce themselves. They build gradually, often disguised as behavioral changes that get dismissed as attitude problems or a bad week. On construction sites workers can experience long hours and physical demands that follow workers home. Conversely, stress at home cannot simply be left at home when a worker arrives at the office or at a jobsite. Recognizing what to look for, and knowing how to respond, is part of what it means to lead a crew in today’s industry. Supervisors and foremen work shoulder to shoulder with their crews every day, and that proximity is a lifesaving advantage.

1. Withdrawal from the crew
When someone who was once engaged goes quiet or isolates themselves, take notice. Social withdrawal is one of the earliest indicators of a mental health challenge. Extend the crew’s existing culture of watching out for each other to include wellness. Encourage workers to check in on each other personally, not just professionally, and normalize asking how someone is doing and to honestly listen. In construction, relationships built on the jobsite are not just good for business. They bridge gaps between trades, unite crews around a common cause and form the foundation of a team that can recognize when one of their own is struggling and step in before it’s too late. Create a peer check-in system on larger crews so no worker goes unnoticed for too long.

2. Increased irritability, outburst and declining work quality or focus
Sudden changes in temperament, conflict with coworkers, missed steps and difficulty concentrating can all signal that a worker is carrying more than the job requires. These are not always attitude problems or performance issues. They can be signs of anxiety, depression or substance use, and fatigue compounds all of them. The Centers for Disease Control and Prevention reports that adults who sleep fewer than seven hours a night are more likely to report symptoms of depression and anxiety than those who get adequate rest. Recognize that poor mental health can impact a sleep schedule. Before addressing a performance issue, ask the worker how they are doing. Start the next toolbox talk with a direct conversation about stress and mental health and watch the culture begin to shift.

3. Unexplained absences or chronic tardiness
Patterns of inconsistent attendance often point to struggles or challenges happening outside the jobsite that need attention. Check in directly and without judgment. Ask what support looks like and make sure workers know resources are available before a challenge becomes a crisis. Connect the worker to an employee assistance program or community resource and follow up to make sure they get there.

4. Signs of substance use
The smell of alcohol, erratic behavior or sudden mood shifts may indicate a worker is using substances to cope with stress or mental health challenges. Make the 988 Suicide and Crisis Lifeline visible and accessible. Post it on the jobsite and include it in onboarding materials. Workers are more likely to reach out when they already know that help exists. Pair visible resources with a clear, compassionate company policy that prioritizes recovery over discipline wherever possible.

5. Talk of hopelessness or feeling like a burden
Any mention of self-harm or suicide, direct or indirect, requires immediate action. Do not wait. Stay with the person, remove access to immediate risk and connect them to professional help right away. Call 988 together if needed. Following up the next day, and the day after that, reinforces that they are not alone and that the crew is still there to support them. Mental health training provides everyone with a proven action plan so that when this moment arrives, they are ready to respond with confidence, not hesitation.

Worker turnover, absenteeism and reduced productivity tied to untreated mental health challenges cost the construction industry billions of dollars annually. The World Health Organization reports that every $1 invested in treatment for depression and anxiety yields a $4 return in better health and improved ability to work. For contractors managing tight margins and compressed timelines, that is not a soft benefit. It is a competitive advantage.

Poor mental health can be tough to talk about, and even more difficult to spot, with potentially deadly outcomes. The Arizona Builders Alliance and organizations like 4×5 Suicide Prevention Program are equipping trade workers and industry professionals with the tools to identify, engage and redirect someone who is having a mental health crisis. We believe the best way to reduce the suicide rate in construction is through a supportive peer-to-peer network, and partnerships that network to include jobsites throughout the state.

If every construction company did one thing better for mental health this year, make it this. Choose action over silence. Hope over stigma. On a jobsite where everyone watches out for each other, one honest conversation can save a life.

Sidney Hawkins serves as director of apprenticeship at the Arizona Builders Alliance.