Seven Steps for Supporting Employees With Mental Health Issues

Dan Rose, Content Creator at SkillPath

October 10^th is World Mental Health Day, and while things are slowly getting better for people with mental health issues at the office, there is still a stigma around admitting you have a problem. The author of this article, me, has suffered from depression for more than 20 years, but it’s only been the last three years that I would admit it to anyone outside my family or doctors. However, I know that I am not alone because, according to Mental Health America, nearly 20 percent of adults have mental health issues. And that means there are 43 million other adults just like me … or maybe you too?

Mental health issues can affect the workplace, but getting someone to admit they have a problem to their boss is difficult. They’re embarrassed to admit a problem, they think it could affect their status at work, and they don’t want others to know, so they keep it to themselves.

What kind of mental health issues?

So what kind of issues are we talking about here? The National Institute of Mental Health lists some of the most common disorders, but it isn’t a complete list:

Once an employee admits to having a problem, remember that everyone’s circumstances are different, so tailor a plan specific to them. Any plan to assist their return to work, or even to stay at work, must consider some general things. A good question to ask yourself is, “What would we do if it were a physical illness?”

Many of the management principles are the same, including:

1. Give support

Ask if there is anything you can do to support them to remain at or return to work. This may include advice about where to get assistance. Employees may not wish to take up your offer, but it’s important to let them know support is available.

2. Develop a plan

Collaborative plans that meet both parties’ needs—rather than something to meet compliance regulations—are much more likely to succeed. Do not make assumptions about what the employee finds challenging or what will benefit them. Rather, talk about it together as you work through the following steps:

Before preparing a plan, talk with the employee, set realistic goals with them and outline a process to monitor how they are progressing.
Ensure that you have written permission from the employee to contact their treating health practitioner(s).
Contact the treating health practitioner(s) to seek advice on specific issues to consider, as well as strategies to support the employee as they return to or remain at work.
Prepare the plan in consultation with the employee, their treating practitioner(s), and the occupational rehabilitation provider (if one is involved).
Review the plan regularly, taking into consideration any changes to the employee’s condition or challenges they may be experiencing.

3. Be inclusive

Experiencing anxiety or depression can make people feel less confident at times. Help the employee to feel more comfortable by including them in meetings and work social events to support their recovery. Fear of stigma – actual or perceived – can also affect people’s confidence. Speak openly about mental health conditions in the workplace and encourage others to do the same.

4. Stay in touch

If an employee has taken some time off as part of their recovery, keeping in touch will make their return to the workplace smoother and easier for everyone involved. Maintaining connections with colleagues and the workplace can help employees feel valued. It also gives them an opportunity to give their opinion on decisions or changes in the workplace, even if they are not there. However, it’s also important that the employee does not feel pressured to return to work before they’re fully ready.

5. Address the causes

If there are specific, work-related factors that the employee feels have contributed to their condition, it’s important that you listen to their views and take action where appropriate. This can help to improve outcomes for the individual and for the organization, as well as ensuring that other employees are not at risk.

6. Set clear expectations

Good planning prevents confusion. Writing up a return to work or stay at work plan which includes the nature of duties and hours of work sets clear expectations for all involved. Everyone should agree to be flexible to allow for any changes that may occur during recovery. Implement any agreed workplace modifications gradually to allow for adjustment.

7. Maintain confidentiality and privacy

While it’s important to inform the wider team of any changes that affect them, such as reallocating workloads or a reduction of hours, the details of the employee’s condition and treatment must remain confidential unless they give their permission. Talk to the person about what they would like other colleagues to know and how they’d like to share this information.

Making adjustments and accommodations

Some people may need some modifications to their workload, schedule or working environment. Under Title I of the Americans with Disabilities Act of 1990, employers must make changes to the workplace to enable someone with anxiety and/or depression to remain at or return to work, provided they can continue to meet the core requirements of their role. These changes, or ‘reasonable accommodations’, can be temporary or permanent.

Employers may also choose to make temporary adjustments for staff who cannot meet the core requirements of their role. Because roles, workplaces and experiences of anxiety, depression or other mental health issues are different, there is no ‘one size fits all’ approach. Identifying and implementing adjustments to support the employee through their recovery should be a collaborative process, with any changes documented.

(This is the first of a two-part blog about dealing with mental health issues in the workplace. Next week, we’ll look at how co-workers and colleagues can work respectfully and professionally with someone with mental health issues.)

Dan Rose

Content Creator at SkillPath

Dan Rose is a content creator at SkillPath who uses his experience from a 30-year writing career to focus on timely events that impact today’s business world.