Managing mental health in the workplace

If someone fell over or was taken ill at work, the chances are the company first-aiderwould be called in to fill the gap until the professionals arrived. An employee whodevelops a mental health problem however, may be much more difficult to spot – andeven if people are concerned about a colleague, they often don’t know what to do tohelp.

There’s a growing recognition that mental health is an issue the business world needsto take seriously. It’s estimated that at any one time, one in six of an organisation’sworkforce could be suffering from a mental health condition such as depression oranxiety. Stress is the leading cause of absence from work – although 90 per cent ofpeople taking time off due to stress don’t give this as a reason to their boss. Researchsuggests that mental illness costs the UK economy £70-£100 billion per year.

These facts and figures have been well promoted, but a perhaps less well-knownstatistic is that 70 per cent of people with a mental health problem fully recover. Earlyintervention and support can play a huge role in helping people get better and get backto work, so there’s enormous benefit for companies in improving knowledge among HRand management teams about the whole area of mental health.

So if you are an HR practitioner – or a manager responsible for leading teams – how can you best support employees who may be suffering with a mental health issue?

Most managers are probably aware of the some of the key signs of depression andanxiety – but it’s important to recognise that not everyone presents the samesymptoms in the same way. The key is to look out for changes in behaviour that mayindicate all is not well. Someone who is usually sociable may become withdrawn, forexample, or a colleague who is always punctual and well presented may startfrequently being late and appear to have lost interest in their appearance. Anotherpreviously confident and independent employee may appear to have difficulty makingdecisions or may start constantly seeking approval and reassurance about their work.The earlier you spot the signs, the sooner you can offer support and encourage theperson to get the help they need.

Be alert to the signs

Don’t dodge the issue

There’s an understandable tendency for people to tip-toe around a work colleaguewho may be showing signs of anxiety or depression. People are worried that raisingthe issue could make things worse – or that their colleague might break down in tearsand they won’t know how to handle it.

There is nothing wrong in expressing concern and asking someone if they are OK. Asympathetic enquiry can sometimes ‘open the door’ and give people an opportunity totalk about any problems they may be experiencing. It is, of course, not for themanager to try and ‘diagnose’ the problem and give advice – but once the issue is outin the open, it makes it much easier for management to work in partnership with HR tosupport the employee in getting the right help and advice.

There is still a great deal of stigma surrounding mental health and a real lack ofunderstanding of what it is, and how it should be managed in the workplace. Peopleare often reluctant to open up to their manager for fear it could affect their job or openthem up to ridicule. It’s important for both HR and managers to improve theirknowledge so they can take a positive approach to supporting people and helping themget back to work. It’s about listening non-judgementally and reassuring people thatyou will be supportive and will give them as much time as they need to get better.

Provide reassurance and signposting

Provide information (not advice) and encourage the person to seek help via your EAP ifyou have one or by signposting them to other sources of support. Make sure peopleare clear about the procedures for reporting sickness absence, and help them withthe practicalities if needed so that it doesn’t become an added strain. It goes withoutsaying that you need to respect and maintain confidentiality.

Don’t assume that everyone’s path to recovery will be the same. People will varywidely in the treatment they need, the time it takes them to recover and the level ofsupport they require to make a successful return to work. People are generally theirown best judge of what they need when it comes to getting back to work, so listen towhat they say, continue to provide reassurance, and keep the lines of communicationopen. Having a single point of contact – so they have someone to turn to if they needreassurance or further support – can be helpful.

Recognise that everyone is different

Coming back to work can be a daunting experience for someone who has experienceda mental health problem. How they will cope on their first day back is often theirbiggest fear. Work closely with the individual to plan for their return. Be as flexible aspossible, accommodating a phased return if needed, and give them the time and spaceto manage their first few days and weeks back to work in a way that is appropriate forthem. Be open to discussing variations to working arrangements – such as flexibleworking or job sharing – to help ensure people are able to achieve an appropriatebalance and maintain their well-being.

Plan for a successful return to work

Advice and support for employers is available from a number of well-recognised charities (see below for web addresses for Mind and the Mental Health Foundation). In some areas, you will also find trainers who can help organisations upskill their managers with ‘Mental Health First Aid’ – a framework managers or HR can use to guide their response if they are worried about an employee or member of their team.

www.mentalhealth.org.uk

www.mind.org.uk