Peninsula's Michelle Ann Zoleta argues expanding mental health days into sick leave is '100 per cent feasible'
When it comes to the current state of mental health in the workplace, Peninsula’s recently released findings point to a persistent disconnect between employers and employees.
As a health and safety manager supporting many small and mid-sized businesses through Peninsula, Michelle Ann Zoleta has seen firsthand how little attention is often paid to psychological safety compared to physical safety. She believes fear is a major barrier preventing employees from taking mental health days or even speaking up about their struggles.
That fear, she emphasized, is often tied to concerns about job security and how mental health disclosures might impact perceptions of their competence.
“It’s the fear of not just my employment, but what is my leadership team going to think about me?” she said. “A lot of individuals, especially different type of generations, tackle mental health differently… If they're not confident to have that conversation with their supervisor or leadership, they have that fear that not only am I scared that something might happen to my job, but maybe I’m not able to do this.”
Peninsula's findings found that Irish and Canadian employers are the least confident that employees would discuss mental health issues with them with 1 in 3 employers in each country said they were either 'unsure' or 'not confident'. Additionally, the same number of employers globally saw increased sickness absence due to mental health over the last 12 months.
According to Zoleta, employer hesitation to offer increased mental health benefits often stems from a lack of trust, specifically, the fear from employers themselves that employees might abuse mental health leave
“That conversation really needs to come into play about building that trust, that communication,” she said, adding that having policies and programs in place is critical to address this. Open-door policies aren’t enough without formal supports like EAP resources, noting that financial wellness is often overlooked but deeply connected to employee’s mental health.
She acknowledged that businesses who have experimented with more mental health days or even shorter workweeks are often seeing tangible benefits.
“They get to see that their operations for the business improve, that their employees are giving more into their job,” she said, emphaszing that increased productivity tends to follow when workers are given more space to recharge.She believes some Canadian companies are cautiously exploring these models through trial and error, trying to assess what fits their specific industry.
Mental health days meet sick leave
When asked about the possibility of expanding mental health leave by folding it into sick days, Zoleta emphasized that it’s “100 per cent feasible for a lot of employers.” The challenge, however, is not about whether it can work, but about how companies prepare for the operational impact.
Where employers might worry about coverage if too many people are out, Zoleta insists that’s where HR planning comes in.
“If these individuals need certain days off, I need to make sure my operations has a backfill so that productivity still continues,” she explained.
She stressed that offering mental health leave also sends an important message of trust, showing workers they’re valued not just as employees but as people who need to be well to perform.
She stressed that communication and documentation is key when introducing new mental health leave policies, adding that employers who clearly define what qualifies as mental health leave protects both employees and them, while also ensuring consistency.
Policies also give employers something concrete to reference if patterns emerge such as employees regularly taking Mondays or Fridays off under the label of mental health leave. With proper documentation, managers can have constructive conversations and clarify what fits under mental health leave versus sick days or other types of time off. Zoleta believes this level of structure not only sets expectations but also strengthens trust by showing employees the benefits and limits of the policy upfront.
Zoleta believes having structured time to step back could help people “rejuvenate themselves and get a better understanding of… setting boundaries of how I should be pushing myself, not just in my personal life, but also my work life.”
She also connects the issue to broader economic outcomes, citing stronger workplace policies could benefit both workers and Canadian businesses. Progress is already underway in some regions like Nova Scotia, where psychological health and safety will soon be formally recognized as a workplace hazard under the Workers’ Compensation Board, noted Zoleta.
She expects other provinces to follow suit, emphasizing that “it’s going to cause a ripple effect,” adding that businesses will need to prepare by updating both health and safety programs and HR practices and as more employers begin to recognize the need for open conversations about psychological health and safety.
Zoleta argues that the responsibility for normalizing time off starts with leadership. Leaders need to model the behaviour they want to see, whether that’s taking vacation or stepping away for a lunch break. By showing that rest helps her return with fresh ideas and renewed energy, she signals that it’s not only acceptable but beneficial.
Zoleta also holds her team accountable for using their entitlements. She regularly checks if staff have taken lunch or booked their vacation days. For her, consistent communication and leading by example are critical.
However, she emphasized that responsibility doesn’t rest solely with employers, underscoring that “it’s a give and take. The employees have the responsibility too,” she noted, adding that if staff don’t understand what psychological health and safety means, they can’t engage in meaningful conversations with their managers.
That’s why she stressed the importance of education and mentorship.
“You should really talk to experts about it so that you get the best support and help that you need,” she said, cautioning that employers need HR expertise to avoid crossing legal or human rights boundaries.
“You have to tread very lightly when it comes to psychological health and safety because you need to understand the definitions,” she said.
