Long, irregular hours; seasonal employment with intermittent layoffs; frequent travel with time away from family; overnight and holiday shutdowns; and unrealistic deadline demands — these are only a few reasons why a career in construction can be challenging physically, relationally and mentally. 

Ongoing data from the Centers for Disease Control and Prevention continues to show that the construction industry has one of the highest suicide rates of any occupational group. Year after year, the construction industry remains at the top for the highest suicide rate. This is a public health and safety crisis, a silent crisis that demands the same level of attention, planning and prevention effort as physical jobsite hazards. 

With the opportunity to engage with, consult and present to different construction companies across the states, I have and hope to continue to see a shift — from the “man up/tough guy” stigma to addressing the emotional well-being of employees while still producing solid work and completing jobs. 

With more mental health resources tailored to the construction industry, I hope companies and leaders will crave change and be driven to learn. Knowledge is power, and action drives change. With that said, let’s talk about mental health, specifically suicide. 

Know what to look for

Let’s get comfortable talking about mental health, reading about mental health and allowing our businesses to be part of the shift to save lives. This article outlines why suicide rates are elevated in the industry, what to look for, and how employers and coworkers can take action. 

As mentioned before, several interrelated factors contribute to the elevated suicide risk among construction workers: seasonal employment or layoffs between projects, job insecurity and financial pressures, physical injury, access to lethal means, long and/or irregular hours and frequent time away from family. One of the stronger contributing factors is the construction “tough guy” culture and stigma, which can discourage individuals from seeking help and open discussion of mental health struggles. 

This stigma can assimilate a cultural script of self-reliance where admitting emotional distress is seen as weakness. When, in reality, it’s a signal, one letting you know that something needs to be addressed. Think of your vehicle; when you get low on gas, a light comes on to indicate you need gas. Some vehicles even go as far as telling you exactly how many miles you have left, beep at you and tell you where to find a gas station nearby. 

These are all signals to help you understand that what isn’t yet a problem will become one if you don’t act. Creating a company-wide culture where emotional distress and mental health can be talked about and recognized is not a sign of weakness, but of wisdom. It’s seeing the low gas light and doing something about it.

In talking about suicide, knowing what to look for can save lives. Let’s talk about three categories of changes and indicators to watch for. 

1. Behavioral and emotional changes. Warning signs (especially when multiple signs occur together) include expressing hopelessness (“I can’t take this anymore”); talking or writing about wanting to die; increasing withdrawal from coworkers, family and social contacts; loss of interest in activities they once cared about; mood changes; depression; or anxiety. 

2. Work performance indicators. Increased absences or lateness, a noticeable drop in productivity, riskier or reckless behavior on the job, frequent irritability or conflict with team members. 

3. Physical and psychosocial symptoms. Changes in sleep or eating patterns, signs of substance misuse or increased alcohol use or chronic complaints of pain without a clear medical cause. 

It’s important to note that these signs may be subtle and not obviously linked to suicide risk but warrant attention and compassionate inquiry. This is where check-ins can be extremely helpful. Take time to say “I’ve noticed _____________ and wanted to check in.” Then, depending on how the conversation goes, you now have the knowledge to act. 

What you can do

What else? Here are six things construction industry leaders can do: 

1. Create a crisis team within your organization. This team works together to help bring about change.

2. Normalize mental health conversations. Just as site safety meetings address falls and equipment hazards, mental health and stress management should be part of routine toolbox talks and crew check-ins. Open communication reduces stigma and makes seeking help acceptable. 

3. Train supervisors and coworkers. Equip foremen, supervisors and safety officers to recognize warning signs and distress; ask open, nonjudgmental questions (How are you coping?); connect individuals with resources/training; teach how to ask the hard questions and hold follow-up conversations; and train what to do if someone is a threat to themselves or others. 

4. Provide access to support resources. Ensure employees know how to access Employee Assistance Programs, professional counseling, crisis lines (calling or texting 988 in the United States), and local mental health services. Also, visible postings of resources at jobsites reinforce that help is available. 

5. Foster a supportive culture. Encourage a workplace culture that supports asking for help without fear of repercussions, prioritizes well-being alongside physical safety, offers peer support and mentoring systems, continues check-ins, and provides opportunities to share and learn from one another. 

6. Integrate mental safety into overall safety programs. Safety protocols should include mental health outcomes as part of their effectiveness reviews, as mental health is also a safety concern. 

It is important to note that if someone is in immediate crisis, such as someone who has expressed imminent intent or you believe an employee is in immediate danger, call 911 or the appropriate emergency services. Do not leave them alone. When you are unsure of someone’s intent, ask. Direct questions about suicide do not “plant the idea” — they can provide relief and affirm care. 

Suicide in the construction industry is a complex but preventable issue. While the challenges are significant, so are the opportunities for change. Knowledge, early intervention and the use of practical mental health tools can reduce risk and support workers before a crisis occurs. By committing to knowledge and action, the construction industry can move toward a future in which mental health is treated as seriously as physical safety. 

Behind every statistic is a person, a family and a community affected by loss. Encouraging open conversations, equipping workers with supportive tools and fostering environments where asking for help is seen as a strength can save lives. The shift will continue as the industry recognizes that mental health support is not optional — it is an essential component of keeping workers safe. Let’s get comfortable talking about mental health. Let’s crave change. 

Rebecca Auen, LPC, is a licensed professional counselor and owner of a private practice where she specializes in helping women and teens navigate anxiety. Beyond her clinical work, she is passionate about supporting the construction industry through mental health education, consulting and presentations aimed at reducing stigma and helping lower the industry’s suicide rate.