Personal Resources

Apply the Legal Framework ^{[1, 2]}

• The Human Rights Act creates an obligation for an employer to take reasonable measures to meet the needs of employees.
• The Act does not require changes that would unreasonably disrupt an employer’s activities.
• Flexible Working Arrangements give employees the right to ask employers for flexible working arrangements such as flexi-time, home working, altered hours or job share.

Beware of Unconscious Bias ^[3-5]

• Many workplaces find it easier to accommodate physical illness or disability than mental health issues.
• Work adjustments depend on the employee feeling safe to disclose that they have a mental health issue.
• Flexible work arrangements benefit both employers and employees:
  • Flexibility allows employees to deal with life issues during work time.
  • Flexibility results in a payoff to employers in terms of increased employee productivity and loyalty.
• Flexibility should be offered to all employees to ensure equality.
• Asking for flexibility should not be seen as a barrier to career advancement.

Demonstrate Inclusive Practice ^[6]

• The principles of accommodation can help you to create a positive and more productive environment.
• Be concrete and specific when identifying accommodations. Putting them in writing is a good idea. 
• Create an environment where diversity is accepted by addressing the individual needs of all employees.
• Respect the confidentiality of employees and specifically identify the form and degree of confidentiality provided.
• Be willing to engage in joint problem solving.
• Make all accommodations voluntary for the employee.
• Be flexible in enforcing traditional policies and be prepared to review accommodations periodically to meet changing needs. Set up easy and accessible mechanisms for reviewing accommodations.

“With respect to any support required by employees with mental health issues, use the same approach as any other situation where people need to adjust their work commitments. Together we look at what is needed: flexible or reduced working hours; careful monitoring and managing of workloads; granting additional leave; or a combination of arrangements that best suites each person’s situation.” Kathy ^[7]

The employee should be able to say, “This is what I’ll do to stay healthy at work” and the employer needs to be able to say, “This is what I can do if concerns arise.” ^[8]

References:

1. New Zealand Council of Social Services, et al., Mana Mahi: A guide to the employment of people in tangata whenua, community and voluntary sector organisations. 2010, New Zealand: Workplace Wellbeing Project.
2. Ministry of Business, Innovation and Employment. Employment Relations. 2011 2011; Available from: http://prod.dol.govt.nz/er/index.asp.
3. Green, J., Supporting volunteers with experience of mental illness: A literature review. 2012: Christchurch, New Zealand.
4. Human Right Commission, Tracking equality at work for disabled people. 2011, New Zealand Human Rights Commission: Wellington, New Zealand.
5. Equal Employment Opportunities Trust. Diversity Toolkits: Employing disabled people. [cited 2014 October]; Available from: http://www.eeotrust.org.nz/toolkits/disability.cfm?cache=455701.
6. Like Minds Like Mine. Employers toolkit. 2013 [cited 2014; Available from: http://www.likeminds.org.nz/discrimination/in-the-workplace/employers-toolkit/.
7. 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.
8. Human Rights Commission, What next? National conversation about work. 2010, Wellington, EEO Commissioner/HRC.