[1] Gordon, G. and D. Peterson, What works: Positive experiences in open employment of mental health service users. 2014, Auckland, New Zealand: Mental Health Foundation of New Zealand.
[2] Ministry of Health. 2013. New Zealand Health Survey: Annual update of key findings 2012/13. Wellington: Ministry of Health.
Recommendations for managers[1]
Awareness
Mental disorders, as a group, are the third-leading cause of health loss for New Zealanders (11.1% of all health loss), behind only cancers (17.5%) and vascular and blood disorders (17.5%) and even if you are not aware of it, you probably already have employees with mental illness.[2]
Most people experiencing mental ill health will recover, but often poor health will fluctuate with good health through episodes.
A supportive environment will aid recovery and contribute to reducing relapses.
People with mental health problems do not necessarily have any more problems overall in life than any other employee.
People with mental health problems can have more refined self-awareness, self-management, and coping strategies to deal with difficulties in work and life generally.
Healthy work practice is the same for all employees. There is usually no need for special accommodations or extra costs in managing these problems.
Being reflective
Of how you are directly or subtly creating barriers to the employment of people with mental health problems.
Of your assumptions and beliefs about mental health problems.
Of how you are responding to a person that discloses that they have mental health problems. Do not view them as a potential risk to your organisation when they could be a valuable resource.
Focus on the individual’s abilities rather than their disability.
Relationship-focus
The relationship between an employee and manager is crucial to positive and successful employment.
Treat all employees with respect.
Treat employees as individuals who all have different idiosyncrasies, problems, and needs.
Maintain an open door policy, with clear communication in both directions.
Good management
Ask all prospective employees what accommodations they might require.
Exercise your rights, responsibilities, and options as a manager.
Practice good attributes such as caring, empathy, treating people fairly, high integrity, and flexibility.
Create a friendly, respectful, communicative work environment with a culture of flexibility, inclusion. and diversity.
If you become aware that an employee may be experiencing a problem, be proactive in raising it with them and identifying what support they require.
