With many Americans spending the majority of their waking hours working—whether in a physical office or remotely—employers occupy a unique vantage point. Co-workers are often the first to notice when a colleague’s behavior shifts, providing a critical window for intervention. Between 1999 and 2018, U.S. suicide rates rose by 35%. Today, suicidal ideation remains a growing concern, particularly among young people and communities of color.

Understanding how to identify risk factors and respond to a crisis is not just a matter of office culture; it is a vital component of workplace safety and employment compliance.

1. Recognizing the Warning Signs

Suicide is rarely a spontaneous event; it is typically the culmination of a series of stressors. While no checklist can perfectly predict behavior, managers should look for shifts that are “out of character” for the individual, especially if they persist for more than two weeks.

• Behavioral Changes: Ongoing sadness, withdrawal from social gatherings, or becoming uncommunicative.
• Physical Cues: Marked changes in eating or sleeping habits, fatigue, or a sudden decline in personal hygiene.
• Performance Shifts: Increased absenteeism, lack of cooperation, or a sharp decline in work quality.
• Final Preparations: Giving away possessions, settling affairs (like consulting life insurance), or making “goodbye” statements.
• Verbal Cues: Talking about being a “burden,” feeling “trapped,” or stating that “life isn’t worth living.”

2. The Remote Work Challenge

Detecting distress is harder through a screen, but not impossible. To support remote teams:

• Prioritize Video: Schedule regular video check-ins to monitor body language and tone.
• Ask Deeper Questions: Move beyond “How are you?” to “What are you doing for your well-being this week?”
• Monitor Engagement: Look for patterns of disengagement in written communication or missed meetings.

3. Having the Compassionate Conversation

If you see changes that are of a concern, start by having a compassionate conversation. There are no magic words. The goal is to provide reassurance and support. Be as calm and non-judgmental as possible.

Mention the changes that you have noticed that have caused you to be concerned about the employee’s wellbeing.

Avoid generic questions like “how are you doing?” “Is everything ok?” These questions are typically asked as a matter of common courtesy and an employee may not respond with anything helpful. Better questions are those that are targeted to the specific circumstances that may be affecting the employee.

For example:

• “How are you coping with having to take care of your children while working from home?”
• “How are you feeling about living by yourself and not having your children with you every day?”

If you think someone is suicidal, avoid asking, “Are you having mental health issues?” as this can be seen as a presumptively unlawful inquiry under the federal law. Instead, focus on safety:

• “I’ve noticed you’ve been withdrawn lately and I’m concerned. Are you thinking about hurting yourself?”
• “Is there any reason I need to be concerned about your safety?”

Tell the employee you are asking these questions because you care about them as a person and want to make sure they are safe.

Listen without offering “fixes.” Your goal is to provide reassurance and encourage them to connect with a professional to get the assistance they need.

4. Immediate Crisis Response

If an employee verbalizes an intent to harm themselves, immediate action is required.

In addition, take the following steps:

• If releasing the employee to an emergency contact, family member, relative or friend, document who that person is and when they took custody of the employee. Ask them to keep the organization updated on the employee’s situation and let them know that the organization is ready to assist the employee.
• Put the employee on leave of absence until the organization can determine if the employee is fit to return to work.
• Once these steps are taken, work with Human Resources and the employee’s manager to gather as much information as you can about the employee, their recent behavior at work and what caused the immediate crisis – if known. This may include interviewing any co-workers or managers who observed and/or reported the employee’s aberrant behavior and document what they saw or heard.
• If the co-worker or manager had a conversation with the employee about the cause of the immediate crisis, document where the conversation took place, what was said to the employee, how the employee responded and any other relevant information.
• Supporting an employee who is suicidal can be tremendously stressful on those who are offering support. Encourage those employees to seek any assistance they may personally need to cope with this stress.

5. Navigating the Return to Work

Reinstating an employee after a crisis requires balancing empathy with safety. Employers are not legally required to accept a simple “cleared for work” note if they have a good-faith belief that a “direct threat” exists.

• Fitness-for-Duty (FFD): You may require a mental health evaluation by a professional of the organization’s choice to determine if the employee can perform essential functions safely.
• The Interactive Process: If a mental impairment is identified, engage in an interactive process to explore reasonable accommodations, such as a modified schedule or a gradual “ramp-up” period.
• Centralize Communication: Designate one person (usually HR) to handle all return-to-work communications to maintain privacy and consistency.

The Bottom Line

Proactive intervention and a structured response plan save lives. By focusing on observable conduct and maintaining a solution-oriented approach, employers can foster a supportive environment while remaining compliant with federal safety and disability laws.