Common symptoms of mental health problems that may signal to the line manager that the employee is experiencing
difficulties include:
An increase in unexplained
absences or sick leave.
Poor performance,
judgment, or timekeeping.
A lack of energy.
Uncommunicative or moody
behaviour and withdrawal.[1]
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.[2]
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.[2]
“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."[3]
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.[1]
Some issues at work have health and safety implications,
especially those involving stress, fatigue, bullying, or workplace violence.
Managers and 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.[4][5]
Sensitive issues will need to be treated in a confidential
way, treating the employee with respect and consideration.[4]
Focus on what employees can do,
and on what you can do to enable employees to reach their full potential.[2]
Identifying the problem with the employee will help decide what
steps are most appropriate to take to resolve the problem.
Acas, Promoting positive mental health at work
booklet. 2014, Acas: United kingdom.
National
Disability Authority, Retaining employees
who acquire a disability: A guide for employers. National Disability
Authority: Dublin, Ireland.
Mental Health
Foundation, Return to Work: Returning to
work after experiencing mental illness and other mental health issues.
2007, Mental Health Foundation Auckland.
Department of
Labour, Healthy Work - Managing Stress
and Fatigue in the Workplace. 2003, Occupational Safety and Health Service:
Wellington, New Zealand.
A
Intervening early
Identifying the early warnings signs of any mental health problems.
This iconis located in the top right-hand corner of the page. Click the icon to read more about early intervention. Then answer the question below.
Exercise / 1
Communicating with an employee who has mental health problems is difficult and requires specialist help.
True
False
Incorrect answer
Apply the principles of good management to communicate with an employee who has mental health problems, including:
Knowing the employee and talking to them openly and honestly.
Identifying the warning signs early.
Having a good overview of what support and assistance you or your company can provide.[2]
Correct!
Apply the principles of good management to communicate with an employee who has mental health problems, including:
Knowing the employee and talking to them openly and honestly.
Identifying the warning signs early.
Having a good overview of what support and assistance you or your company can provide.[2]
is