Creating a Work plan

• The agreement of everyone affected by it.

• The flexibility to be adjusted as needed by changing circumstances.

• If there has been time off, the date the employee is returning to work, and how they would like to return to work. For example, they may like to come into a team meeting the week before they’re going to return.^[2]

• The hours they will be working.

• What reasonable accommodations the employee will need and how these supports will be provided.

• What duties the employee will do initially and over the following weeks and months as they gradually recover.

• Details of regular contact (for example weekly meetings) with the line manager to discuss progress, and any problems the employee may have.

• Details of how the employee’s work performance and the effectiveness of any reasonable accommodations they are provided with will be evaluated. At a minimum, a review of progress and of supports should take place every six months.^[1]

• Determine an endpoint for the work plan, and a plan of what to do if the initial plan has not been successful. This will help prevent difficult situations from dragging out indefinitely because people are unsure of what to do or are reluctant to address the situation.

Reasonable accommodations

Some employees may not need any ‘reasonable accommodations’, but everyone needs to know that they will be supported and respected.^[2]

Under the Human Rights Act 1993, employers have to make “reasonable accommodations” for employees with disabilities, including people with mental health problems, unless it would be unreasonable for them to do so.^[3]

Discuss with the employee before they return to work any reasonable accommodations they may need. These could include:

• Restructuring jobs or changing tasks to allow the employee to do what they are most confident and capable of.

• Adjusting schedules to allow the employee to work when they feel best and to attend appointments that support recovery.

• Offering part time work as a transition or on a more permanent basis.

• Having flexible sick leave provisions, including leave without pay, if appropriate.

• Ensuring employees know how to use technology to support them.

• Providing private space to work or modifying work spaces if noise or distractions cause problems.^[3]

Option for phased return

An employee may take time to return to undertaking a full range of tasks. Before returning to full work duties, discuss with them transition arrangements and how they will be reviewed.^[4]

Phased return to work can take different forms such as:

• Beginning on half days or shorter hours, and then gradually increasing to longer hours.

• Taking on work duties in a limited number of tasks or projects, and then gradually increasing the range and coverage of the tasks.

• Mentoring by the line manager for a period of time as the employee gets back up to speed and on top of any changes.

• Assigning a partner or buddy to link the employee back into the social side of the work place.^[4]

• Transitional arrangements should be agreed on in advance: what they will be; the timing; and how and when they will be reviewed.^[4]

What to tell colleagues

Disclosing a mental health problem at work is a big concern for many people as they can be afraid they will experience stigma or discrimination from other workers.^[5]

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 problems before the employee took time off. Discuss with the employee what they would like colleagues to know along the way and before they return.^[6]

Co-workers can potentially be a support for some employees 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.^[7]

In communication around mental health problems 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 co-workers include:^[8]

• Seeking discussion and agreement with the employee about how much information and detail about their health and recovery will be disclosed to others, whom it will be disclosed to, and when.

• Clarifying the purpose (e.g. for health and safety reasons) and the method of disclosure (e.g. individually, by the staff member or if the manager will speak to staff).

• Communication in regards to the reallocation of duties, including the impact of leave on the workload of other employees and any required reallocation of tasks.^[8]

If it is not possible to have this discussion at first and gain the persons agreement on content, audience, or method, then the ‘less is more’ principle may be most appropriate until discussions can take place.^[8]

1. National Disability Authority, Retaining employees who acquire a disability: A guide for employers. National Disability Authority: Dublin, Ireland
2. Mental Health Foundation, Return to Work: Returning to work after experiencing mental illness and other mental health issues. 2007, Mental Health Foundation Auckland.
3. Mental Health Foundation, Return to Work: Returning to work after experiencing mental illness and other mental health issues. 2007, Mental Health Foundation Auckland.
4. National Disability Authority, Retaining employees who acquire a disability: A guide for employers. National Disability Authority: Dublin, Ireland
5. Return to Work | Helping Australian employees successfully return to work following depression, anxiety or a related mental health problem. 2014  [cited 2014 October]; Available from: http://returntowork.workplace-mentalhealth.net.au/.
6. Mental Health Foundation, Return to Work: Returning to work after experiencing mental illness and other mental health issues. 2007, Mental Health Foundation Auckland.
7. National Disability Authority, Retaining employees who acquire a disability: A guide for employers. National Disability Authority: Dublin, Ireland
8. Working Women’s Resource Centre, One in Five: A Guide for Representing & Supporting Workers with Experience of Mental Illness. Working Women’s Resource Centre: New Zealand.