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Mental health in the workplace is now a regular topic at most HR conferences and professional development webinars. Many operational and HR leaders are exploring what their organizations can do to support persons at risk for mental illness or substance abuse problems.
Mental health in general can be defined by a person's overall outlook on their work, family, financial and personal life. Especially in the workplace, mental health refers to how satisfied and balanced one is and how effectively they are able to manage their feelings. Mental illness can negatively impact an employee's performance and physical health.
A typical starting place is the development of a mental health strategy, whose design is often influenced by the organization's sector and size. The goal of mental health strategies, in addition to supporting persons with mental health issues, is a commitment to reduce risks such as work demand, safety, bullying, harassment, manager-employee relationships and stigma.
Stigma is a form of prejudice and discrimination that is damaging to persons with mental health issues. It's grounded in faulty thinking, such as a perception that employees with a mental illness or substance abuse problem are different and not normal. It can compound a person's mental health issues and can fuel actions such as avoidance, fear and judging.
One action that organizations are taking to support employees with mental health issues in the workplace and to curb stigma is training managers on how to support persons with mental issues. Managers play an important role in reducing stigma.
In addition to the humanity and caring for persons with mental health issues, reducing stigma increases opportunities for persons with mental health issues to work in a safe and positive environment. This can positively impact costs and productivity by curbing sick leave, increasing customer satisfaction, attraction of talent and discretionary effort, and slowing voluntary turnover and reducing chances for human rights violations.
The Conference Board of Canada found one of the most effective areas to focus on to curb mental health risk in the workplace is training managers on how to support employees with mental health issues. The board also reported that most managers are receptive to this type of training, especially gaining insight on the signs to recognize mental health issues in employees.
Workplace manager training programs such as the Mental Health@Work Training Program are currently training and providing managers with the tools to better support employees with mental health issues.
One metric that leaders can track to evaluate the impact training is having is measuring the percentage of the workforce who would feel comfortable discussing a mental health issue with their manager or HR.
Coaching tips for managers to support employees at risk:
A manager's first role is to take a personal inventory, looking for any internal prejudices. It's difficult for a manager to have a positive impact on curbing stigma when they are not aligned to the organization's vision and objectives.
The manager's role requires them to evaluate employee performance. When a manager is concerned about an employee's performance, based on observations, it's their role to take action.
Managers who can recognize the early warning signs of at-risk behaviours are best positioned to take effective action to facilitate access to care and/or accommodations. The manager's checklist for employee at-risk behaviour online tool is designed to support managers who are concerned about a particular employee. This tool helps a manager collect their thoughts and to organize their facts to determine their perceived level of risk to help decide whether action is required.
Managers who determine a need for action are advised to be clear on their role. Whether trained or not trained in supporting mental health issues in the workplace, managers are never expected to diagnose or provide psychological counselling. Managers are expected to only support and communicate concern for employees' performance and for their personal safety and that of the other workers. The manager's first priority is safety.
Managers are paid to ensure that performance goals are achieved. When an employee is not performing at standard it is the manager's role to intervene. The key for a successful interaction with an employee who appears to be performing below standard and displaying behaviours that are not consistent with past performance is to focus on facts. When a manager is faced with an issue that warrants a conversation it is important to prepare their message and facts and to be clear on how to best deliver the conversation. It's often wise to have a discussion with HR on the best approach. The sole purpose of any conversation driven by performance issues and concerns about an employee's health is to ensure that the manager's focus is on performance, concern and safety.
Bill Howatt (@billhowatt) is chief research and development officer, work force productivity, at Morneau Shepell, Halifax. He is also president of Howatt HR Consulting and founder of TalOp, in Kentville, N.S.
Bill Howatt