Managing mental health issues

It is not the role of a manager or co-worker to diagnose mental illness, nor to make any assumptions about whether symptoms are related to a diagnosis. 

Diagnoses can change, and they are not always accurate. 

What is important in an organisation is that behaviours causing issues are discussed in a safe and compassionate way, support is offered and given, and potential actions are identified that address both the individual’s concerns and those of the organisation. These actions may include a referral to EAP counselling services, accessing additional professional help, or taking time off. 

Having a good relationship between staff and managers can prevent jumping to any conclusions, and allow confidential discussions and referral for support before an issue becomes a problem.

If you have concerns about a staff member it is important to discuss your concerns with them directly. Talk to your Human Resource advisor or department about your concerns, after letting your employee know you are doing so. 

Remember, this is about supporting your employee, not creating more stress by trying to figure out their situation without their involvement.

Timely support can help people continue at work or minimise any absences by identifying specific issues that make it more difficult for them at work and establishing the best coping strategies for the employee. 

Start by having a quiet word with the employee and avoid making assumptions. You may discover there is a problem at home bothering them, and all that is needed is understanding and patience. 

Some problems at work have health and safety implications, especially those involving stress, fatigue, bullying, or workplace violence. Employers need to take all practicable steps to address workplace hazards and prevent harm. 

Think about both the harm to the employee of hazards, and the possible risks caused by fatigue or stress when an employee is carrying out their work.

Sensitive issues will need to be treated in a confidential way, treating the employee with respect and consideration.

Focus on what employees can do, and on what you can do to enable employees to reach their full potential. 

Be guided by the employee (or their support people) in maintaining contact during absence from work and be aware of privacy laws. Ensure any communication with health professionals is done with the agreement of the employee. 

An employee does not always need to be fully recovered to return to work. In fact, providing reasonable precautions are taken, returning to work can be an important part of the recovery process.

When an employee is nearly ready to return to work, talk to them and any appropriate health professionals about any reasonable accommodations they may need, considering:

To assess if a person is fit to return to work the occupational health officer, doctor, or appropriate person will need a detailed job description including: 

Involving employees in any decisions about duties is critical to the success of return to work. While everyone's case is an individual one, you may want to use the following process to help identify suitable duties.

Working together, an employer and employee can best develop a return to work plan. The employee should know a lot about how to manage issues, how to perform day to day tasks, and what supports and assistance they will need.

Reasonable accommodations include making adjustments that allow an employee with mental health issues to participate more equally in a workplace. This can be physical adjustments or modifying how a job is done. 

Reasonable accommodation is not about lowering the standards of the job performance or qualifications; it is about changing the way those standards are met. 

Some employees may not need any reasonable accommodations, but everyone needs to know that they will be supported and respected.

Under the Human Rights Act 1993, employers have to make “reasonable accommodations” for employees with disabilities, including people with mental ill health, unless it would be unreasonable for them to do so.

Discuss with the employee any reasonable accommodations they may need. These could include:  

If needed a person may take time to return to undertaking a full range of tasks. Before returning to work discuss with them transitions arrangements and how they will be reviewed.

Phased return to work can take different forms for example:

Transitional arrangements should be agreed on in advance, what they will be, the timing and how and when they will be reviewed.

Disclosing a mental health issue at work is a big concern for many people as they can be afraid they will experience stigma or discrimination from other workers.

It is very important that the person feels they are coming back into a supportive environment, which may mean that the team needs some information. Staff will know that someone has been away from work and there may have also been some issue before the person took time off. 

Discuss with the person what they would like colleagues to know along the way and before they return.

Co-workers can potentially be a support for some people returning to work and it is helpful for other staff to understand why a colleague is getting any accommodations, especially if it is affecting their own duties.

In communication around mental health issues it can be difficult to balance the employee’s situation with the other workers who may have taken on extra workloads.

Principles to help guide managing communications and planned disclosure with coworkers include:

If it is not possible to have this discussion at first and gain the person’s agreement on content, audience, or method, then the ‘less is more’ principle may be most appropriate until discussions can take place.

Once a person has returned to work with any reasonable accommodations required in place, both the manager and employee should monitor progress at reintegrating into their role and team. 

Two key focuses will be:

A return to work interview or meeting on the first day back will reduce levels of absences and is good practice for all employees who have been absent from work. This allows line managers and employees to deal with any problems they may have.

The work performance of an employee who has been unwell or acquired a disability will need to be managed and evaluated, just like all other employees. 

Keep in mind:  

Managing mental health issues can be complicated by underperformance issues. This can be a difficult situation for employers and employees. 

Prevention is the preferred option and problems are less likely to occur if:

If you suspect, or know about, a mental health issue and are concerned about poor performance some suggested guidelines to help manage these situations include: 

Employers should not be afraid of being, and acting, as employers. They have an obligation to raise employment issues if they arise, and are able to exercise their rights, responsibilities, and options as an employer.

As with any other significant health issue, the employee and the employer may need to consider whether permanent full time employment is the best option, or whether part time or contract work might be more suitable. 

Sometimes other roles in the company, or using a supported employment service, may be an option. However, if options are very limited, and there are no appropriate alternatives, it may be necessary to discuss terminating employment.

If an employee is unable to return to their previous job role, they may be capable of working in a different role that matches their skills and capabilities. However, redeployment should only be considered if:

Redeployment should be at the equivalent level of employment the employee currently holds. If no such position exists, discuss with the employee, union, or other representatives whether a lower position would be acceptable.

If an employee becomes incapable of doing their job for a period of time that can be reasonably expected to be sustained by an employer, then they can be dismissed.

There is no set time limit as all workplaces are different. The following relevant factors should be considered when determining the point when dismissal may be considered:

Employees must be advised that they may be potentially facing dismissal and be given all the information that the employer is relying on to make the decision. The employee needs to have an opportunity to comment on this in a meeting where they can be represented.

Keep in mind the obligations of Good Faith, Good Reason and Fair Practice.