Documente Academic
Documente Profesional
Documente Cultură
mind.org.uk/work
Resource 4: How to support staff who are experiencing a mental health problem
Introduction
Right now 1 in 6 workers is dealing with This guide sets out simple, practical and
a mental health problem such as anxiety, inexpensive steps that any organisation can
depression or stress. This can stop people take to support staff at every stage of the
performing at their best. mental health spectrum whether theyre
stressed or have a diagnosed mental health
Organisations perform better when their staff condition. The approaches in this guide are
are healthy, motivated and focused. Smart universal principles designed to support a
employers support employees who are diverse range of people across a range of
experiencing mental health problems to cope workplaces. It looks at:
and recover. The support people receive from
employers is key in determining how well and 1. How to create a culture that supports staff
how quickly they are able to get back to peak to be open about their mental health
performance. 2. How to have a conversation with someone
Standing by people when they experience about their mental health
a mental health problem is not only about 3. How to support someone experiencing a
keeping hold of a valuable staff member mental health problem
it also sends a message about your
4. How to manage an employees time off
organisations values. All employees need to
sick and their return to work
see that their organisation lives its values and
treats its people well. Trust and integrity are
key drivers of engagement and organisations Mind is not providing legal advice but
that support staff reap the benefits in terms of practical guidance employers may also
loyalty and commitment from all employees. need to obtain their own legal advice on
the approach to take in any particular case.
We all have mental health it moves up and
Having clear policies and approaches for
down a spectrum from good to poor and its
managing mental health helps organisations
affected by a range of factors both in and
ensure consistency but in practice this may
outside of work. Starting a conversation about look different in different workplaces and
it doesnt have to be difficult we can show contexts. For example small businesses may
you how to effectively support your staff and not have formal policies for every situation
increase employee engagement, motivation but they can still develop a clear positive
and productivity. culture and approach on mental health and
communicate this clearly to staff.
2
Resource 4: How to support staff who are experiencing a mental health problem
1. H
ow to create a culture that supports staff
to be open about their mental health
Too often employees are scared to tell their If you take proactive steps to create a
manager about a mental health problem and more open and supportive culture, over time
so problems can spiral. A recent survey staff should begin to feel more confident to
revealed that one in five people felt they talk to managers about their mental health.
couldnt tell their boss if they were overly However, its important to remember culture
stressed at work and less than half of people change doesnt happen overnight and the
diagnosed with a mental health problem had individual relationships between managers
told their manager.1 and employees are the key to getting this
right. If people are able to receive support
Organisations need to send a clear signal quickly, this can often help steer them away
to staff that their mental health matters and from developing a more serious problem. For
being open about it will lead to support, not this reason, its vital that organisations have
discrimination. A simple way to communicate clear, well publicised channels in place for
this is to explain that mental health will be employees to raise concerns and take positive
treated in the same way as physical health. action promptly when staff seek help.
Organisations can back this commitment Our previous guide highlighted key manager
up with a clear mental health strategy behaviours that help create the right culture
and specific policies to ensure employees and space for staff to be open and seek
experiencing mental health problems get support. Managers need to be approachable
the support they need straight away. Our and confident about mental health and should
previous guide, How to promote wellbeing take steps to normalise conversations about
and tackle the causes of work-related mental mental health and encourage open dialogue.
health problems, sets out simple, practical and Regular one-to-one meetings and catch-
inexpensive steps to help you improve mental ups are a great place to ask your staff how
wellbeing for all staff, tackle the causes of theyre getting on and doing so regularly will
mental health problems and boost employee help build trust and give employees a chance
engagement. to raise problems at an early stage.
1. Populus poll for Mind of 2,060 adults in England and Wales in employment polled between 6 and 10 March 2013
3
Resource 4: How to support staff who are experiencing a mental health problem
2. H
ow to have a conversation with someone
about their mental health
Work is the most stressful factor in peoples It neednt be awkward or difficult just as
lives2 but often people dont feel able to ask you would with physical health a good place
for help when theyre struggling. This silence to start is simply to ask someone how theyre
feeds misunderstanding and prejudice which doing. The first step is to establish open
can make it harder for people to be open. communication (which should be maintained
This is why its vital that managers routinely if people take time off for sickness absence)
ask staff how theyre doing and discuss their leading to understanding and appropriate
mental health it helps build up peoples support.
confidence to speak up earlier on and get the
help they need sooner.
How do I know if someones experiencing
Sometimes people can worry about how to a mental health problem?
approach a conversation about a persons
mental health but there are no special skills You know the people in your team and you
needed just the ones you use every day as a may notice changes in them. However, its
people manager like common sense, empathy, important to remember everyones experience
being approachable and listening. If you do of a mental health problem is different and
nothing, problems can spiral, with a negative there may be no outward sign this is why
impact for individuals and organisations. its so important to create an environment
where people can be open. You should never
If you think a member of your team may be make assumptions about peoples mental
experiencing a mental health problem, you health but clues might include:
may need to take the lead and raise this with
them, as people often dont feel able to bring changes in peoples behaviour or mood or
it up themselves. Sometimes when managers how they interact with colleagues
lack confidence about mental health they changes in their work output, motivation
may make this conversation overly formal levels and focus
or escalate it to HR or Occupational Health struggling to make decisions, get organised
straight away. However, as their manager, and find solutions to problems
you will know your employee best and its
important you take the lead and talk with them appearing tired, anxious or withdrawn and
yourself. The way managers behave and losing interest in activities and tasks they
the relationship they have with staff are key previously enjoyed
factors in shaping how employees respond changes in eating habits, appetite and
when theyre experiencing stress and poor increased smoking and drinking.
mental health. Its vital that managers start this
process off in a positive and supportive way.
2. Populus poll for Mind of 2,060 adults in England and Wales in employment - polled between 6 and 10 March 2013
4
Resource 4: How to support staff who are experiencing a mental health problem
5
Resource 4: How to support staff who are experiencing a mental health problem
3. H
ow to support someone experiencing
a mental health problem
Now youve opened up a dialogue with In some cases people may be unable to
your employee about their mental health the identify appropriate adjustments themselves
priority is to develop positive steps to address so you may need to try some out. The
the key issues theyre struggling with. Clear best approach here is to decide on positive
policies on workplace adjustments are crucial action and regularly monitor and review this
to support staff to cope and recover and to check its working, further tweaking the
reduce the length of mental health related approach if necessary.
sickness absence.
These steps are generally quite small and Case studies simple, practical
simple adjustments to someones job role and inexpensive changes
or extra support from their manager. Often
Sita was experiencing anxiety and needed
the necessary change is one of attitude,
the reassurance of her boss regularly
expectations or communication rather than
acknowledging her work, saying thank you
a major change or significant cost. However, and greeting her in the morning. Otherwise
effective steps tend to be very individual. For she worried shed done something wrong.
this reason its vital you have a meaningful
Simon takes his lunch break in three
conversation with your employee about their
20-minute slots over the day to manage
needs and really listen to them.
his mental health and take time out when
Be positive focus on what employees can hes feeling under pressure.
do, rather than what they cant. Alison experienced a family bereavement
Work together and involve people in finding and was struggling with phone calls from
the public which can be challenging and
solutions as much as possible.
emotional. A temporary adjustment was put
Remember people are often the expert in place so another team member could field
when it comes to identifying the support or her calls for a period until she felt able to
adjustment they need and how to manage manage external contact again.
their triggers for poor mental health. Some organisations have policies on
leave of absence and extra leave to enable
While voluntary and agreed adjustments are
staff who are experiencing a personal crisis
supportive, its important that people are not
to take some time away from work. A short
treated differently or asked to do things that
period of unpaid leave can be effective in
others are not required to e.g. keeping extra- supporting people experiencing situational
detailed timesheets. Being micro-managed or depression e.g. triggered by bereavement
made to account for all of your time can be or relationship breakdown.
counter-productive and damage peoples self-
esteem. It may also be discriminatory.
6
Resource 4: How to support staff who are experiencing a mental health problem
Workplace adjustments
Adjustments for mental health are generally Extra support
simple, practical and cost-effective. This is not
Increased supervision or support from
an exhaustive list employers should explore
manager. For example, some people can
with the individual their specific needs and be take on too much so may need their manager
as creative as possible when thinking about to monitor their workload to prevent this
how to address these issues. and ensure theyre working sensible hours
Changes to how people perform their role Extra training, coaching or mentoring
Flexible hours or change to start/finish time. Extra help with managing and negotiating
For shift workers not working nights or workload
splitting up their days off to break up the More positive and constructive feedback
working week can also help
Debriefing sessions after difficult calls,
Change of workspace e.g. quieter, more/ customers or tasks
less busy, dividing screens
Mentor or buddy systems (formal or
Working from home (although its important informal)
to have regular phone catch ups so people
remain connected and dont feel isolated) Mediation can help if there are difficulties
between colleagues
Changes to break times
Mental health support group or disability
Provision of quiet rooms network group
Light-box or seat with more natural light for Self-referral to internal support available
someone with seasonal depression
Identifying a safe space in the workplace
Return-to-work policies e.g. phased return where the person can have some time out,
reduced hours gradually building up contact their buddy or other sources of
Relaxing absence rules and limits for those support and access self-help
with disability-related sickness absence Provision of self-help information and
Agreement to give an employee leave at sharing approaches and adjustments that
short notice and time off for appointments have proven effective at supporting others
related to their mental health, such as Encourage people to work on building up
therapy and counselling. their resilience and doing things that support
good mental health such as exercise,
Changes to the role itself (temporary meditation or eating healthily
or permanent)
Encourage people to be more aware of
Reallocation of some tasks or changes to their mental state and reflect on what
peoples job description and duties factors affect it in the workplace
Redeployment to a more suitable role Provide regular opportunities to discuss,
Training and support to apply for vacancies review and reflect on peoples positive
and secondments in other departments. achievements this can help people to
build up positive self-esteem and develop
skills to better manage their triggers for
poor mental health.
7
Resource 4: How to support staff who are experiencing a mental health problem
8
Resource 4: How to support staff who are experiencing a mental health problem
9
Resource 4: How to support staff who are experiencing a mental health problem
4. H
ow to manage an employees time off sick
and their return to work
Sometimes an employee may be so unwell managers confidence so they can proactively
they need time off work to recover. The way manage these conversations in a way that
organisations manage a period of sickness leads to greater understanding and support.
absence is key in shaping how well and how
quickly people are able to return to work and Organisations will have policies on sickness
get back to peak performance. To effectively absence and return to work. These should
support staff to recover and return to work as make it clear people must be treated equally
quickly as possible employers should: whether their sickness absence is for a
mental health or physical health problem.
be proactive and get involved as early as Organisations should support managers in
possible if someone is unwell this for example HR can provide advice and
take a person centred approach and be support about how best to maintain contact
sensitive to the individuals needs during an employees sickness absence
so managers can positively manage their
be positive, professional and supportive
smooth return to work. If the relationship has
throughout the process
broken down with the manager, make sure
maintain contact with people throughout the person leading the contact is someone
their sickness absence. who knows the employee and has a good
Organisations and managers should refer to relationship with them.
the ten steps outlined in section two to shape
The way employers manage a period of
a supportive approach to a member of staff
sickness absence also sends a message
who is off sick. Early intervention is vital
about the organisations values that has a
employees mental health problems are much
wider impact than simply on the individual.
more likely to become recurrent or long-term
Trust and integrity are key drivers of
if not addressed promptly, with a negative
engagement and organisations that support
impact for the individual and the organisation.
staff reap the benefits in terms of loyalty and
Its important to keep lines of communication commitment from all employees. If sickness
open. Managers sometimes lack confidence absence is managed poorly, the relationship
or worry about doing or saying the wrong between employee and employer can break
thing. As a result they can be reticent about down. In some cases people may lose
maintaining contact with staff, but its vitally confidence to return to work leading to
important they do so. Some organisations the loss of a valuable member of staff and
provide role play scenario training to build damaging morale across the organisation.
10
Resource 4: How to support staff who are experiencing a mental health problem
Preparing for an employees return the key principles outlined in section two
to work you should have a productive conversation
leading to a return-to-work plan that identifies
When people are ready to return to work positive steps to support their return.
managers should arrange to meet up in a
neutral comfortable venue to catch up and If the person is not yet open about their
discuss the details of their return together. mental health, the interview is a great
opportunity to explore with them what factors
An effective return-to-work interview is are contributing to their absence and to
vital to build trust and engagement with the identify if they have an underlying mental
employee and support their smooth and health problem.
sustainable return to work. By following
11
Resource 4: How to support staff who are experiencing a mental health problem
Return-to-work plan
Tips for the return-to-work
interview Its absolutely vital an employees return to
work is managed well. If its too pressurised
T
ell people they were missed or overwhelming, there is a risk they may
find it stressful and may then go on sick
E
xplain the return-to-work process/
leave again. A return-to-work plan is a key
procedures
tool to help you manage this process. It
R
eassure people they are not expected to should address the persons health needs
walk straight back into full time hours or and ensure their return to work is supported
to manage a full-time workload through appropriate agreed steps (outlined in
A
sk the employee how theyre feeling section three) for employees and managers
to take. This may include:
U
se open questions that require more
than just a yes or no answer and give practical steps and workplace adjustments
people lots of space and time to talk
on-the-job support from line manager and HR
L
isten and try to empathise with the
other forms of support such as peer support.
employee
A
sk if there are any problems at work Discussing these steps in advance with
that might be causing them stress people and producing a written plan together
will help reassure people their needs will be
A
sk if there are difficulties outside work met on their return. Doing so helps managers
that might be contributing to their absence and employees to identify what is expected
D
iscuss the persons mental health of each person and to reduce anxieties either
problem and the possible impact on their person may have. Having a written plan also
work helps you to monitor and review the approach
D
iscuss possible solutions and ensure and actions youve each committed to in
you are aware of sources of available order to check they are working as intended.
support If not, further alterations can be discussed.
D
iscuss any worries the person has
about returning to work, reassure them The first day back at work
that this is normal and agree a strategy to
The first day back at work is very important.
address these concerns together
Managers should try to make this as smooth
T
ry to prepare people for how they may as possible. People can often feel anxious
feel on their return and also to think about returning to work. They may feel self-
about how they want to manage their conscious about something that happened
return e.g. what they want to say to before they went off sick or feel theyve let
colleagues colleagues down. You should decide together
U
nderstand that despite looking fine, beforehand what colleagues will be told.
someone may still be unwell. People may like to be met at the door or to
travel in together. Managers may also want to
check that the employee has plans for lunch
possibly with a colleague they are close to.
12
Resource 4: How to support staff who are experiencing a mental health problem
Discuss if there are particular tasks, Promote a positive team spirit and
responsibilities or relationships that people encourage colleagues to make sure the
are apprehensive about and consider person feels welcome and their return is
temporary changes to their role during their comfortable
initial return to work to help manage this Colleagues are often unsure if its ok to ask
Explore potential return-to-work adaptations how people are but, just as with a physical
with an open mind health problem, most people appreciate
Explain any recent changes that affect the being asked how theyre doing
individuals role, responsibilities and work Keep in regular contact with the returning
practices employee and regularly ask how they are
Incorporate a phased return to work for the Ensure there are regular on-going
individual, if appropriate opportunities to monitor and review whats
Make the individuals first few weeks back going well and whats not going well, to
at work as low-stress as possible make sure the support / adjustments are
helping and to tweak these if they arent
Involve a buddy someone they are
quite right.
friends with to help people reintegrate into
the workplace, involve them in tea rounds
How to help employees plan to stay well Signs might include things like smoking, not
looking after yourself, working long hours,
Once people are well, it can be easy to forget stopping seeing your friends, stopping
what theyve learned about factors that affect exercising or eating poorly. Keeping an up-
their mental health. However, its vital to help to-date action plan (see section 3) can help
people reflect on this and develop a plan to
people to monitor their mental health when
promote positive, healthy behaviours.
they return to work and take necessary
Counsellors often suggest that people produce practical steps to minimise the possibility of
a plan that outlines their triggers and signs. poor mental health developing once again.
13
Resource 4: How to support staff who are experiencing a mental health problem
Further resources
We have produced a series of free resources Guide for small businesses
to help improve mental wellbeing in the
workplace which you can read online or Produced in partnership with the Federation
download at www.mind.org.uk/for-business of Small Businesses, this guide offers advice
to small businesses on managing mental
health and supporting staff.
Introduction to mentally healthy
workplaces
Webinars
Helps you to understand the relationship
between good employee mental health We have held a number of interactive
and getting the best out of your staff. It will webinars where our panel of employers and
help you to start thinking about what you mental health experts respond to questions
already do to support mental health in your about how to create mentally healthy
workplace, what impact this has and how workplaces. Visit www.mind.org.uk/
to build on it. for-business
14
Were Mind, the mental health charity.
We believe no one should have to face a mental health
problem alone. Were here for you. Today. Now.
Whether youre stressed, depressed or in crisis. Well
listen, give support and advice, and fight your corner.
Our Taking Care of Business campaign aims to give
employers simple, inexpensive and practical ways to
improve mental wellbeing and employee engagement.
mind.org.uk/work
work@mind.org.uk
Support us
Mind is a charity and we rely on donations to
continue our work. Please visit mind.org.uk or call
0300 999 1946 to find out how you can support us.
Join us
Help us make change happen. Be part of our work.
Become a Mind member today.
mind.org.uk/get_involved/membership
Contact us
Mind Infoline: 0300 123 333
9am to 6pm MonFri
Mind
1519 Broadway
Stratford
London
E15 4BQ
Find your local Mind at mind.org.uk/mymind
@MindCharity
facebook.com/mindforbettermentalhealth