Mental Health in the workplace

© Grassroots Suicide Prevention 2014

Scope• Wellbeing, mental health, mental ill health?

• What might we notice? Do?

• Legislation, responsibilities and best practice

• Recovery approach

• Tools and practices that can support mental wellbeing in the workplace

• Creating a positive workplace culture

What is wellbeing?

• Wellbeing is more than the absence of ill-health. It includes feeling valued, having security, positive relationships, work-life balance and interests.

• We may measure it in terms of a sense of fulfilment and control in our lives.

• There is a connection between work and wellbeing

Mental ill health...

• feelings, experiences, behaviour - changes to and extremes of

• physical signs - changes in sleep, appetite, energy levels

• frequency, intensity, duration

• distress, dysfunction

What is mental health?

A mentally healthy workplace:• managers have excellent people skills

• employees feel valued and involved

• appropriate health services are used

• attendance culture promoted

• flexible and well designed jobs

• common health problems are managed

• promotion of an open culture in which employees

feel able to discuss their problems

A holistic approach (Heron & Teasdale)

When are employers allowed to ask about mental health?Health Questionnaires once a job offer is

made

Equal Opportunities forms that are anonymous and separate from the job application

Returning to work after absence

Health and Safety Reviews connected to your duties

When are employers not allowed to ask?

On job applications, unless the role has ‘fitness to practise’ criteria, such as the armed forces.

At interview – a person may choose to discuss health, but an employer should not ask you direct questions

In public spaces, such as the corridor or at staff meetings

What might we notice?• Feelings / thoughts / behaviour different from usual.

E.g. tearful, more stressed than usual, short with people, quiet, withdrawn, unusually chatty

• Being late or staying late

• Physical changes due to over or under sleeping / eating

• An increase in unexplained absences or sick leave – poor performance – poor timekeeping – poor decision-making – lack of energy – uncommunicative or different communicative style than usual

And what might we do?

• Manage mental health issues the same as physical health issues – effective line management with the employee and others. Good practices re support while off work, good return to work protocol

• Talk. Offer to listen. Reflect on what you know about your colleague: – is their mental health generally good? – are they usually happy to come to you with problems?

• Awareness of the issue (education). Understanding – empathy.

• Developing a rapport with the employee will help you get a deeper understanding of their problem and identify: – the best coping strategies for them to adopt – any specific triggers that set off symptoms with the employee

• If the mental health condition is classed as a disability you have a legal duty to consider reasonable adjustments to help them stay in work or get back to work quickly

• Remember: you are not there to ‘cure’ people, only to help them manage their own conditions

Approaching people at work• private space

• establish confidentiality boundaries

• say what you see, be specific

• ask open questions

• explore what person needs

• offer suggestions

• regular contact / review of any adjustments

Best practice

• Great progress has been made with Health and Safety, which needs to be extended to wellbeing at work

• ‘Good work’ which is safe and offers some influence and a sense of self-worth far exceeds risks of unemployment

• Myth that you have to be 100% fit to be able to work and work impedes recovery

• Employers are in a position to positively influence health by using early intervention and tacking stigma

• Increased awareness of well being and mental ill health contributes to better productivity for everyone.

Fit note

Relevant legislation

• The Equalities Act (April 2010)

• Human Rights Act 1998 (HRA), incorporating the the Data Protection Act 1998

• Management of Health and Safety at Work Regulations (1999)

• The Health and Safety at Work Act 1974 (HASWA)

Who does the Equalities Act protect?

Mental illness doesn’t have to be a clinically

diagnosed to be covered, as long as the

experience of ill-health has been:

• Long-term, over 12 months

• Had a “substantial and adverse affect on day-to-day functioning”

This means if a person has been too anxious to seek help, they could still be protected from discrimination.

What is discrimination?

The Equalities Act recognises four types of discrimination

• Direct discrimination – failure not to consider reasonable adjustments is direct discrimination

• Indirect discrimination

• Harassment

• Victimisation

Reasonable adjustments

• Disabled people have the right to ask for ‘reasonable adjustments’ to working arrangements

• An adjustment is considered ‘reasonable’ if it is effective without being too disruptive, costly or impractical for the employer to provide

• Adjustments don’t have to be expensive; many deal with awareness and attitudes, and promoting a culture of openness

Examples of reasonable adjustments

• flexible working hours

• phased return to work

• support to manage workload

• change of workspace

Reasonable adjustments may not be

permanent and should be reviewed.

Downloadable resources for Employers:

• Business in the Community

• Health and Safety Executive

• Mindful Employer

• Shaw Trust – Tackling the last

Workplace Taboo

Support for employees and people seeking work

• Two Tick ‘Positive about Disabled People’ scheme

• Access to Work

• Mindful Employer charter

• Disability Employment Advisers

Recovery model of mental health aims to:

• decrease and prevent intrusive or troubling feelings and behaviours

• increase personal empowerment

• improve quality of life

• assist in achieving own life goals and dreams

Five key concepts

• Hope

• Personal responsibility

• Education

• Self advocacy

• Support

(Copeland, M.E. 1995 - 2009), http://www.mentalhealthrecovery.com

WRAP

Wellness Recovery Action

Plan

Key elements of WRAP

• Wellness tools

• Daily Maintenance Plan

• Identify triggers and action plan

• Signs that things are breaking down, and action plan

• Crisis plan

• Post-crisis plan

Advance agreement

• A tool to increase well-being and manage mental ill health in the workplace

• Created when well, reviewed after periods of illness

• Sets up clear communication,

• Increases trust in the relationship

Content• Specific diagnosis or symptoms and how

present and impact at work

• Signs may be becoming unwell

• How someone would like to be approached

• Reasonable adjustments

• Absence protocol and contact during absence

• Confidentiality and consent

Creating a positive culture• Regular management processes

• Encourage an open culture

• Everyone should be treated with respect and dignity

• Discuss staff mental health at work

• Implement changes such as flexible working

• Support the managers too

© Grassroots Training 2014