Mental health and employee wellbeing are becoming part of the normal workplace language these days, but what does this mean for workplace relationships? In this article John Barry, Managing Director at MSS, provides an overview of what employers need to do to support their employees in maintaining good mental health.
Everyone is recognising that mental health and wellbeing is a growing issue within our society, and it would be fair to say that some of the repercussions are only now being appreciated as society tries to move back to some form of normality post COVID.
Damage to our mental health and wellbeing does not solely arise in the workplace, as has been evidenced over the last number of years. We have seen a significant recession in 2008 which left the country as a whole in trouble, resulting in bank bailouts, people losing their jobs, houses losing their value, and people’s lives being dramatically changed. Especially in the light of the Celtic Tiger days, which to some extent created a false standard of living for many, resulting in decisions being made which in retrospect now seem reckless.
That has been followed by the COVID-19 pandemic. Whilst during COVID people were suffering mentally, we are also now realising the long-term effect this has had on both the young and old.
As a result, companies are now introducing policies to provide ongoing support to maintain a healthy mental health and wellbeing status and assistance to those who feel they may be suffering from mental health problems.
An essential element of any policy is that there are open and honest conversations between employees and their managers which should, at all times, be carried out in a respectful and confidential manner. It is important for managers to also appreciate that whilst the cause of the problem may be outside of work, the consequences are often experienced in the confines of the work environment and could have an adverse effect on the employee’s ability to perform, and also to relate with others.
As a broad description, the term ‘mental health problem’ is used to include signs of stress or anxiety, and mental health conditions, which have been diagnosed by a medical practitioner such as Post-Traumatic Stress Disorder (PTSD) or depression.
Every employer has a health and safety responsibility for its employees, and shall, to the best of its ability, ensure a safe work environment where risks to mental health and employee wellbeing are reduced as much as possible.
In addition to this, the company has a responsibility to provide reasonable accommodation in the protection of employees with a disability and against discrimination under the Equality Acts. Therefore, it shall, at all times, give full consideration to all aspects of employment to help to ensure an employee’s continued employment.
It is important that managers are open and welcoming to all employees, but in particular those with mental health problems, due to the sensitivity of how they may be feeling. Where a manager becomes aware that an employee may have a mental health issue, they should encourage the employee concerned to have an open and honest conversation about their concerns. This should be conducted in a manner that ensures that they do not make assumptions on how mental health is impacting on the employee, either professionally or personally. The purpose of this discussion is to identify any issues the employee is experiencing, whether there are any risks to the employee, and how best can the company support them. Of course, throughout this process, privacy is paramount, and the employee should be assured of this.
“ Every employer has a health and safety responsibility for its employees, and shall, to the best of its ability, ensure a safe work environment where risks to mental health and employee wellbeing are reduced as much as possible.”
Information concerning an employee’s mental health is defined as special category personal data. Therefore, employers should ensure that information should only be disclosed to others where necessary, and in accordance with GDPR.
Employees should also be aware that they are expected to conduct themselves in a helpful and open-minded manner towards their colleagues who have mental health problems.
All employees should be encouraged to feel free to speak with their manager, or with someone in the company who has been nominated as the confidential contact person, or ‘Mental Health First Aider’. Having an open and honest conversation about their concerns will enable employers to support them. if the employee decides not to come forward, then they may be missing a good opportunity to get the help they may need. Their mental health and wellbeing concerns could be addressed in a timely manner by bringing them to their employer, and therefore may be resolved before it is too late.
If anyone notices a colleague’s behaviour or performance changing over time, simply ask them if they are ok, or, if you are not comfortable in doing that, then bring it to your manager’s attention. Your role, as a colleague, is not to diagnose, but to show care and concern for the person. By doing so, you can make a positive difference, and checking-in creates a culture of caring. Sometimes, a person just wants someone to listen to them, and feel they are being heard.
Early intervention is key to preventing mental health problems escalating, and therefore it is important to be aware of the early signs which may include:
The Employment Equality Acts give a broad description of the term disability, which can be both temporary and permanent, physical and mental and the need to provide a reasonable accommodation, if possible, to allow that person to continue working.
Reasonable accommodation, which benefits employees experiencing mental health problems, can have a positive outcome for all employees and for the company. Therefore, awareness of an employee’s mental health problem by the company is important, and can help create a more positive work environment.
Following discussions with an employee, the company must consider all reasonable adjustments identified, which could assist an employee who is suffering from mental health problems.
Examples of reasonable accommodations may include:
Where relevant workplace adjustments are agreed and implemented, they will be reviewed on an ongoing basis to ensure they are having the required effect.
It should be noted that it may not be possible to provide a reasonable accommodation where the cost of this would be unreasonable but, in such cases, it is still important to try and support the person if possible.
Finally, employers may wish to consider additional support such as an Employee Assistance Programme.
John Barry
Managing Director, MSS
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