Providing appropriate support
If mental health problems are suspected or disclosed, the first step is to establish honest, open communication with the employee, and this should be maintained if people take time off for sickness absence. If possible, the frequency of contact should be agreed before someone takes time off.
This is fundamental test of your organisation’s values. Trust and integrity are key drivers of engagement – employees need to see that the organisation lives its values and does what it says it will in terms of treating its people well.
But standing by people when they experience problems is not only about keeping hold of a valuable staff member – it also sends a message about your organisation’s values to staff and external audiences. Supportive organisations find they reap the benefits in terms of loyalty and commitment from all staff.
Everyone’s experience of a mental health problem is different, so managers should be supported to work with staff to develop a personal action plan which identifies triggers and what support the employee needs.
Clear policies on workplace adjustments and phased returns to work are crucial for reducing the length of mental health related sickness absence.
If people are being redeployed or made redundant then this can have a significant impact on their mental wellbeing. People being redeployed will need to be supported through the process and properly inducted into their new role. Redundancy polices should consider mental health aftercare for staff and signposting to appropriate services.
Employee Assistance Programmes (EAPs), occupational health or psychological therapies can also contribute to a comprehensive support package for staff. Small businesses can access the free Health for Work Adviceline service provided by NHS occupational health services.
