Managing Performance

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:

All variations from standard procedures should be detailed in the return to work plan.

Work objectives or targets may be altered due to a change in circumstances so performance should be managed by these revised objectives.

It is important to have the supports in place to deliver on the agreed goals.^[1]

Managing mental health problems can be complicated by underperformance. This can be a difficult situation for employers and employees. Prevention is the preferred option and problems are less likely to occur if.

Job roles and objectives are clear.

Appropriate training is given.

There are good effective communication channels.

Concerns about performance or behaviour are addressed informally early on.^[2]

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

Exploring reasons for the poor performance.

Providing an opportunity for the employee to disclose any health problems that may be impacting on work while keeping focused on work problems, rather than asking intrusive questions about health.

Being non-judgemental in discussions. Ask simple open-ended questions about whether anything is affecting the performance of the employee. Do not make assumptions about how a mental health problem is affecting a person, or if it is ‘genuine’.

Consider and discuss any reasonable accommodations that would help and how they could be implemented if a person does disclose a mental health problem.

Following good faith and fair practice guidelines.

Being clear and open about policies and procedures so the employee knows what to expect.^[2]

Employers should not be afraid of being, and acting, as employers. They have an obligation to raise employment problems if they arise, and are able to exercise their rights, responsibilities, and options as an employer.^[3]

National Disability Authority, Retaining employees who acquire a disability: A guide for employers. National Disability Authority: Dublin, Ireland
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/.
Gordon, S. and D. Peterson, What works: Positive experiences in open employment of mental health services users. 2014, Mental Health Foundation: Auckland, New Zealand.

F	Managing performance
	Manage and evaluate the performance of the person against their work goals. Refer to 'Managing Performance' in the *Resources* section for more information.

This iconis located in the top right-hand corner of the page. Click the icon to read more about managing performance. Then answer the question below.

Exercise / 1

For employees that have returned to work, or have had accommodations or adjustments to their jobs to remain at work, it is important to let them just “get on with it” to avoid stigma or discrimination.
	True
	False
Incorrect answer It is important to monitor the work performance of any employee who has been unwell or acquired a disability when they return to work to ensure they receive the support they need. Correct! It is important to monitor the work performance of any employee who has been unwell or acquired a disability when they return to work to ensure they receive the support they need.

Inclusive Staff Management > Manage Performance

Managing Performance