The way employers view workplace wellbeing is changing. The focus is shifting from reactive management of sickness absence to a more proactive approach of prevention through promoting wellbeing and improving employee engagement. Employers are looking for new ways to address staff wellbeing, which led us to develop this Workplace Adjustments guide which aims to help all employers understand what support they can put in place for employees who are struggling at work. Mind’s Workplace Wellbeing team provides guidance and support for employers on how to implement a comprehensive approach to managing staff mental health, including how to promote the wellbeing of staff, tackle the causes of work-related mental health problems and support staff who are experiencing a mental health problem. This tool is one in a series of resources aimed at supporting staff mental health. To read our other free workplace resources, take a look at our website.
Workplace adjustments for mental health are often small, simple, practical and cost-effective changes. Often the change isn’t physical, but about attitude, expectation or communication.
It is important that organisations have clear policies in place that explain what workplace adjustments are available to staff experiencing poor mental health. Support measures are crucial for employees and can help to reduce the length of mental health related sickness absence.
Under the Equality Act, employers have a legal duty to make adjustments to enable staff with a mental health problem to work. But remember, everyone’s experience of poor mental health is different - two people with the same diagnosis may have very different symptoms and therefore need different adjustments. It’s vital you have a meaningful conversation with your employee about their needs. People are often the expert when it comes to identifying the support they need, so be guided by them.
If an employee discloses that their mental health problem has a substantial, long-term and adverse effect on their day to day life, they are legally protected by the Equality Act 2010.
Once aware of health or disability information, employers have legal duties to consider making reasonable adjustments under this act.
However, adjustments should be made to help all staff cope and recover, whether or not they have a formal diagnosis. Because many mental health problems can fluctuate, the law doesn’t adequately protect some people who may still need appropriate support and adjustments at work.
Adjustments may involve changing how people perform their role, or adapting the role itself.
These examples could act as a prompt for line managers and employees exploring symptoms and support needs together:
Relaxing absence rules
Phased return to work
Debriefing sessions after difficult calls or tasks
Quiet rooms so people can take some time out
Lightbox or seat with more natural light
Break time in shorter, more frequent chunks
Change of workspace – e.g. dividing screens
Extra training or coaching (during work hours)
More positive and constructive feedback
Increased support with managing workload.
It can be useful for managers to discuss with the employee the practical implications of any reasonable adjustment request, including what has been done before and any other relevant issues.
Both the employee and manager need to be clear about the considerations that will be taken into account in reviewing whether an adjustment is reasonable and practicable to implement. However, remember that employers have legal duties to provide workplace adjustments, and the Equality Act gives employees the right to challenge discrimination.
Factors to consider include:
Not all support comes from line managers or HR. Peer support, mentor and buddy systems, staff forums, support groups and diversity networks can all support good staff mental health.
It’s also important that all staff are trained in issues relating to mental health so employees who have mental health difficulties do not experience prejudice or discrimination. View our courses.
A Wellness Action Plan can help people to proactively manage their mental health as well as facilitating open dialogue. An action plan should cover:
Chloe was experiencing depression. Fearing the worst, she disclosed her condition and found that her boss did everything to support her by offering:
• flexible working • weekly catch ups to prioritise her workload • breaks to cope with the side effects of medication. This aided Chloe’s recovery and ability to stay in work.
Find further resources for line managers and HR professionals on managing the mental health of your staff on our website.
