Mental Health legislative changes – what you need to know.

At PeopleUnboxed, we believe in transparency and keeping you in the loop.

In light of recent discussions within the industry regarding potential legislative changes surrounding mental health training, we wanted to share our insights with you.


The facts.

Our training and qualifications, especially in Mental Health First Aid, are a crucial part of what we offer.

We’ve heard concerns circulating about certain providers claiming exclusivity in meeting future government regulations. We understand this might raise questions and uncertainty.


The legislative landscape.

There’s talk about making mental health training mandatory in workplaces, similar to that of physical first aid.

While changes are on the horizon, it’s crucial to note that it is still in the early stages of the legislative process.

It will be a lengthy journey, likely to be over a year, as it is required to have 3 readings (the first of which happened on January 25th) and a committee report within the House of Commons and then if accepted it will have 3 readings and a committee in the House of Lords before being proposed for Royal approval, and then potential implementation.


The Health & Safety Executive (HSE) Guidance.

Whilst discussing changes to legislation, it would be remiss of us if we didn’t update you on the latest change from the HSE, that has now placed further emphasis on employers having to consider employee’s mental health within their first aid needs assessment.

The HSE recently issued this statement:

“It may also be helpful to have people trained to identify and understand mental ill health symptoms who are able to support someone who is experiencing a mental health issue. You may decide that someone with an FAW (First Aid at Work) or EFAW (Emergency First Aid at Work) qualification is already able to provide initial support and reassurance to a worker experiencing an acute mental health episode, but you should consider if any further training is required. You should be satisfied that they: Know how to access professional help if necessary and can act promptly, safely and effectively until that help is available


You can read The Health & Safety Executive (HSE) updated versions here: L74 – Guidance on The Health & Safety (First Aid) Regulations 1981.

Following this we can confirm through the FAA, we offer a comprehensive suite of first aid for mental health qualifications that meet this requirement and compliment physical first aid training.


Why you can trust us.

Rest assured, we’re closely monitoring the situation.

Our commitment to staying current with regulations is unwavering.

Our suite of First Aid for Mental Health qualifications is a cornerstone of our offerings, and we’re well-prepared to adapt to any changes in the law.

We work closely with First Aid Awards and Nuco, who have been one of the leaders in physical first aid for around 20 years and have kept up with each and every mandatory change throughout this period and will make no exception with mental health.

If mental health training does become mandatory to be bundled with physical first aid then we could argue that we are in a far better position to move with this than other providers who solely offer mental health first aid training.


Industry evolution.

However, we believe in a collaborative approach to industry growth.

No single provider should monopolise a sector, especially one as prominent and important as mental health and wellbeing.

As the landscape evolves, we’re ready to embrace positive changes and continue providing you with the high-quality training you’ve come to expect.


Our assurance.

As the legislative journey unfolds, we promise to keep you informed, adapt proactively, and ensure that our qualifications remain at the forefront of industry standards.

Feel free to keep an eye on the parliamentary progress of the proposed bill on the UK Parliament website: First-Aid (Mental Health) Bill – Parliamentary Bills – UK Parliament.

We’ll also keep you updated as we navigate these changes together.


If you have any questions please contact us at and we will happily provide you with answers to the best of our ability.

The 4Ps of Candid Conversations


The “Four Ps” model can help us to plan for a difficult or candid conversation so that both parties find it beneficial.

Learning Outcomes

  • Learn how to plan for a difficult or candid conversation so that both parties find it beneficial
  • Understand how to use the 4Ps to deliver a difficult message
  • Consider how this can help manage under-performance in a structured manner

Assertive Disagreement


When you disagree with someone, it is often best to be direct and clear, as it avoids an unfortunate misunderstanding. People can shy away from disagreement as it can sometimes feel confrontational. The assertive approach introduced in this module helps you to express your disagreement in a professional, constructive manner.

Learning Outcomes

  • Learn what assertiveness is
  • Learn a process to put your case across without getting emotional
  • Provide context for how to use the model in a real-world environment

Thomas-Kilmann Conflict Mode Instrument


Because no two individuals have exactly the same expectations and desires, conflict is a natural part of our interactions with others. This self-test assessment will tell you more about your predominant style of handling conflict and what this means.

Learning Outcomes

  • Provide a starting point for your development
  • Identify your conflict handling style
  • Learn about the five conflict handling modes

AID Feedback Model


Providing feedback that encourages open dialogue and communication enhances your credibility as both a teammate and as a leader. AID is a simple feedback model that can be used for positive moments and those that need corrective action.

Learning Outcomes

  • Learn a simple model for providing feedback
  • Identify your own role in each of the stages
  • Discover the benefits of creating a feedback culture

Action-Centred Leadership


Good managers and leaders should have full command of the three main areas of the Action-Centred Leadership model and should use each of the elements according to the situation.

Learning Outcomes

  • Discover John Adair’s action-centred leadership model
  • Learn how to adapt the model for your own work situation
  • Investigate the danger of becoming out of balance

Question Types


Asking the right question is at the heart of effective communication and information exchange. Using the right questions can improve a whole range of communication skills; the information we receive back (the answer) will depend very much on the type of question we ask.

Learning Outcomes

  • Learn why asking the right question is at the heart of effective communication and information exchange
  • Discover why the right questions in a particular situation can improve a whole range of communication skills

Dr. Mehrabian’s Communication Model


We are always communicating, even when we are not speaking. Other factors communicate what we really think and feel, which can be explained by looking at Albert Mehrabian’s communication model.

Learning Outcomes

  • Learn the impact of mixed messages when communicating
  • Understand that communication is a blend of words, body language and tone

Situational Leadership


Leaders need to tailor their approach based on the person they are coaching, their experience at the task and their level of enthusiasm for completing it.

The ability to adapt your leadership style to cater to different tasks and your people’s needs is called situational leadership.

Learning Outcomes

  • Understand Hersey and Blanchard’s situational leadership model
  • Recognise directive and supportive behaviours
  • Understand the four leadership styles in line with situational leadership
  • Understand the development levels of team members, based on competence and commitment
  • Become confident with flexing your leadership style to the individual and the situation