14 June 2017

Mental health in the workplace

It was Mental Health Awareness Week in May and highly regarded public figures came out in support of mental health, most notably the Duke and Duchess of Cambridge and Prince Harry and the 'Heads Together' campaign and sought to raise awareness of the issues surrounding mental illness.

With mental health being in the spotlight more and more, it's worth having a look at mental health in the workplace and how best to support those who suffer from mental illness.

What is mental health?

Mental health is the mental and emotional state in which we feel able to cope with the normal stresses of everyday life.

If we are feeling good about ourselves we often work productively, interact well with colleagues and make a valuable contribution to our team or workplace.

Positive mental health is rarely an absolute state. One may feel in good mental health generally but also suffer stress or anxiety from time to time.

Mental ill-health can range from feeling 'a bit down' to common disorders such as anxiety and depression and, in limited cases, to severe mental illnesses such as bipolar disorder or schizophrenia.

Why is understanding and addressing mental health important?

A Chartered Institute of Personnel and Development study has highlighted the impact on business of poor mental health in employees. The study found that:

• 37% of sufferers are more likely to get into conflict with colleagues
• 57% find it harder to juggle multiple tasks
• 80% find it difficult to concentrate
• 62% take longer to do tasks
• 50% are potentially less patient with customers/clients.

The study also found that, for the first time, stress is now the major cause of long-term absence in manual and non-manual workers.

Supporting an individual suffering from a mental health problem within the workplace may mean that they do not see absence as their only option, in turn potentially making a huge difference to that person's career and saving the business the time and expense of dealing with a protracted sickness absence.

How can you support employees with mental health issues so that less time off is required?

1. Encourage an open culture

Aim to create an environment where mental health is spoken about openly. Otherwise employees may feel they cannot raise concerns about their mental health and so suffer in silence while their condition deteriorates, and they potentially become less productive and more difficult to work with. For example, if someone in a senior role has experience of mental health issues, ask if they would be happy to share their experiences.

Mental health difficulties in the workplace are often assumed to be 'work-related stress'. While the workplace can be stressful, mental health issues are frequently not work-related at all. In many cases the issues are in the individual's personal life and the state of their working life can then either help or hinder existing problems.

2. Do take action

The natural fear of doing the wrong thing when dealing with employees with mental health issues can often paralyse colleagues, managers and organisations into not addressing issues with an employee who is clearly struggling with their mental health. Doing nothing is not only unhelpful for the employee but can often lead to the breakdown of relationships and prolonged and difficult absences. These situations can easily turn sour. A Tribunal claim will be stressful both for the individual and the managers who have to deal with it, and can be expensive for the business. Acting quickly and sensitively may avert many later problems.

Encourage colleagues to do what they would do if someone had a physical illness. Treat mental health just as other health issues; applying common sense and compassion will always be a good guide. If an employee does go off sick, stay in touch in a sensitive manner. Send them a "Get well" card in the same way that you would if they were off with back pain or a broken leg for example. Treating the illness as something that has happened to that individual which does not change them or imply any weakness or innate vulnerability, like flu or a kidney stone, will encourage the belief that they can recover and that their colleagues are looking forward to their return.

In order to support employees and managers to take action consider amending your employee handbook or absence management policy in order to set out a clear mechanism for employees to raise any mental health issues affecting them in confidence. It should also address common symptoms which managers and/or colleagues should look out for and how they may approach it.

3. Support your managers to support employees

Colleagues and managers who are supportive can make the difference between an individual needing to take time off work or not. Have the individual's colleagues noticed that he or she is behaving differently? Have they become quieter, more aggressive? Are they no longer meeting deadlines or struggling with their usual duties? A simple initial friendly approach by a line manager ("How are things going?" or "Anything I can help you with?"), just a smile in what may seem a hostile world, may mean that the individual does not feel the need to go off sick or returns more quickly from sickness absence.

Speak to your Regional HR Adviser to discuss how to spot potential mental health issues and make sure managers know what support is available so they can refer employees to sources of help: employee assistance programmes; a visit to their GP; details of NHS organisations or charities which can provide support. Line managers should not be expected to become doctors or counsellors but it will help if they can point an employee in the direction of appropriate assistance if they are struggling.

4. Avoiding long-term absence

If the employee is disabled then the employer will have a duty to make reasonable adjustments. When dealing with any employee with mental health issues, be flexible with adjustments that could be made to assist them to remain at work or return to work as early as they can. For example, if the employee finds their commute particularly stressful, then perhaps they could be allowed for a period to work from home or start later in the day to avoid travelling during rush hour. If the employee has caring responsibilities which they are finding stressful, then perhaps a reduction of hours or part-time work would assist them.