In an exclusive interview with CanadianSME Small Business Magazine, Paula Allen, Global Leader of Research and Client Insights at TELUS Health, shares her invaluable expertise on how organizations can foster healthier, more engaged workforces. Paula dives into the evolving landscape of workplace mental health, discussing how TELUS Health’s innovative tools, like the Mental Health Index and Barometer, are empowering employers with the insights needed to address the growing mental health crisis.
Interview By SK Uddin
Paula Allen is the Global Leader, Research & Client Insights at TELUS Health. Paula is a well-recognized expert in all areas of workplace mental health, learning strategies, disability management and drug plan management.
Building on a clinical background, she has more than 20 years of experience relating to workplace research, product development and operational leadership.
She is a sought-after speaker by media, organizations, and conferences for her knowledge and expertise in current issues and the future direction of health, wellbeing, productivity, and related risk management.
Paula is a Director on several Boards providing her expertise in health and health innovation for organizations including the Women’s College Hospital, the National Standard for Psychological Health and Safety in the Workplace, the Canadian Club of Toronto and One Mind at Work Guiding Council.
The TELUS Mental Health Index and the newly introduced Barometer provide deep insight into how employees are faring mentally and emotionally. How do these tools differ, and how do they collectively help employers make more informed decisions about workforce wellbeing?
The TELUS Mental Health Index is our ongoing pulse check on the mental health of working people around the world. It provides a timely, data-driven snapshot of how employees are feeling and functioning. Our new Barometer, launched in October 2025, builds on that foundation. It compiles findings from the previous year of Index report data and translates it into strategy: synthesizing trends, identifying the most pressing mental health risks, and providing actionable insights organizations can use to strengthen wellbeing in the workplace.
Together, these tools give leaders both the agility to respond to emerging challenges and the depth to plan long-term. It’s about equipping organizations with the intelligence and solutions they need to care for the people who drive their success.
The 2025 Mental Health Index shows that financial stress remains a leading source of strain and that younger workers face unique challenges around stigma and disclosure. What do these insights reveal about the evolving pressures on the modern workforce?
The data is clear: financial strain continues to be one of the most significant stressors affecting mental health in the Canadian workforce, and its ripple effects touch every aspect of work and life. Younger workers in particular are more sensitive to rising costs of living and job insecurity, and although conversations and tools around mental health are more accessible, many feel pressure from comparison culture and are more hesitant to disclose mental-health challenges at work due to workplace stigma and perceived impacts on their careers.
The modern workforce is operating under immense pressure and employers have an opportunity to respond. By normalizing mental health conversations, offering confidential and accessible support, and addressing financial wellbeing as part of total health, organizations can build resilient teams that thrive.
The Barometer connects trust within organizations to higher engagement and lower burnout rates. What practical steps can small- and medium-sized businesses take to build these “high-trust” environments?
Trust is the foundation of employee engagement and a powerful antidote to burnout. For small and medium-sized businesses, building trust doesn’t require massive resources—it starts with consistency in communication, transparency, and compassion. When leaders show trust and respect for their teams, employees feel seen, supported, and safe to speak up, which strengthens engagement and performance.
Leaders set the tone by talking openly about wellbeing, ensuring psychological safety through confidential support programs and creating policies that walk the talk. Simple steps like regular check-ins, manager training and visible commitment to employee assistance programs can foster belonging and loyalty. Employees trust what they can see and feel, and leaders that show genuine care for their wellbeing, follow-through on commitments, and support that meets their needs will foster stronger, more engaged organizations.
How has the conversation around employee mental health evolved in recent years and what emerging trends do you believe will define the future of employee mental health?
In recent years, the conversation around employee mental health has moved from being an afterthought to a core business priority. Post‑pandemic realities including economic uncertainty, rising anxiety, burnout, and financial stress have underscored the importance of tailored, proactive support over one‑size‑fits‑all solutions.
The TELUS Mental Health Barometer also highlights the global challenge of meeting the diverse needs of a workforce spanning regions, cultures, generations, and life stages. For example, financial instability is the leading source of stress for nearly half of Canadian workers, making financial counselling, debt management tools, and retirement planning critical. In South Korea, where mental health stigma continues to appear particularly strong, prioritizing the confidentiality and privacy of support services is essential. In New Zealand, TELUS Health integrates traditional Māori healing (Rongoā Māori) with modern mental health services, fostering trust and engagement in Māori communities.
Looking ahead, emerging trends point to the need for integrated strategies that combine leadership training, culturally sensitive care and accessible digital tools, alongside early‑intervention pathways. These approaches help normalize mental health conversations, reduce stigma, build trust, and create psychologically safe workplaces.
As we collectively navigate a world where mental wellbeing is increasingly tied to productivity and retention, what final piece of advice would you offer SME leaders striving to create workplaces that truly care for their people?
Supporting wellbeing in the workplace rests on two pillars. First, provide practical, easily accessible support that addresses the wellbeing challenges your team faces. Second, build the environment and culture that consistently communicates what’s available, reinforce the importance of using wellbeing support, and train managers to model and uphold healthy workplace behaviours.
My message to leaders is simple: wellbeing is not a perk; it’s a business imperative and key operational strategy. Investing in mental health and holistic wellbeing drives retention, engagement, and performance, while strengthening workplace trust and culture. Change can start small, and we help leaders make intentional shifts, like integrating wellbeing into how leaders communicate and measuring success by more than the bottom line. Your employees are your most valuable asset, and caring for them is the right thing to do and the smartest business investment you can make. The workplaces of the future will be defined by the innovation and productivity driven by a workforce that’s well taken care of.
Disclaimer:
The views and opinions expressed in this interview are those of the interviewee and do not necessarily reflect the official policy or position of CanadianSME Small Business Magazine. Our platform is dedicated to fostering dialogue and sharing insights that inspire and empower small and medium-sized businesses across Canada.
