8.1
Overview: Supporting Workplace Well-Being

For employers, change must start at the top. People are arguably the most valuable asset in our profession, and incoming lawyers are increasingly prioritizing a workplace that supports well-being. In fact, the newer generations of lawyers view addressing well-being as an essential need. Employers who do not adjust to the needs of tomorrow’s leaders will increasingly encounter difficulty recruiting and retaining the lawyers needed to sustain business.

Improving well-being in the workplace is also good for business. Mental health issues are a major driver of absenteeism at work, with employees dealing with ongoing stress or untreated mental illness often needing to take extended leaves or more frequent sick days. There are also concerns of presenteeism, where employees are present at work but are not performing optimally. Not only do these issues affect the financial or other performance metrics of an organization, but they can also negatively affect the well-being of other staff whose workload has increased as a result and ultimately, lead to low morale. Conversely, prioritizing staff well-being can lead to employees feeling supported and valued and can increase engagement and productivity. Employees are also more likely to contribute to a positive and successful workplace culture when employers set a positive example.

While offering resources to improve individual staff well-being can be helpful, you will find greater long-term change by addressing the root risk factors and enhancing the protective factors applicable to your work environment. As you work through each of the recommendations listed in 8.2 Develop and Implement a Strategy, remember that while the risk factors have a significantly greater impact on the mental health of legal professionals than protective factors, many of the recommended strategies and tools can address both types of factors. 

As a recap, the following are the specific risk factors and protective factors the Study identified for the legal profession, listed in descending order of impact on mental health:

Risk Factors
Protective Factors
  1. Emotional demands: the work requires you to be emotionally involved with your client or their loved ones or places other emotional demands on you
  2. Job insecurity: you fear losing your role or job
  3. Hours worked: you work a high number of hours per week
  4. Quantitative overload: the amount of work you have is difficult to manage or is unmanageable
  5. Qualitative overload: the different types of work or tasks are difficult to manage or are unmanageable
  6. Lack of resources: you do not have the necessary human, financial or other resources to effectively carry out your work

  1. Autonomy: you have autonomy or flexibility regarding how your work is done and are involved in discussions that impact your work
  2. Values and goals: your values and goals are aligned with those in the workplace
  3. Support: you receive support from your colleagues and management, including listening to concerns that arise and offering help as appropriate
  4. Growth Opportunities: you can progress or grow within your workplace and you are afforded opportunities
  5. Telework: you can telework on an occasional or regular basis 


Last modified: Friday, 3 October 2025, 9:16 AM