The cost to businesses for workplace mental health issues is rising with 76% of organisations reporting stress related absence and 50% of work related ill health are stress, depression or anxiety.

I have been in HR for 20 years now and during that time I have seen a lot of change.  20 years ago mental health wasn’t really something we talked about, there was the odd person signed off work with stress but on the whole absence was still the traditional physical ailments like the flu, headaches or stomach upsets, aside from more serious ongoing issues.

By the time I left the corporate world of HR, mental health issues were the number one reason for absence, accounting for the highest number of days lost to sickness absence.  Reasons ranged from stress, to low mood, to depression and anxiety.  Mental health issues didn’t just suddenly become a new thing, the reality is that we all have mental health and sometimes we all struggle with mental health issues.  However, the conversation around mental health, opened up and people were suddenly not afraid to talk about it and recognise that sometimes you needed time off work.

I remember years ago if someone was signed off sick, it was expected that you would stay at home and recuperate, after all if you weren’t well enough to be at work then clearly you weren’t well enough to do anything but sit at home.  So, when an employee who was signed off with mental health issues was spotted out and about by colleagues, there was outrage and finger pointing about how they couldn’t possibly be unwell if they could leave their house.  Now of course we understand that when someone has mental health issues, the best thing for them is to get out, go for a walk, get some exercise, meet a friend for coffee. 

So, thankfully times have changed, we are more understanding about mental health and the impact it can have on day to day life.  We also understand that health in general is all encompassing, mental health and physical health are interlinked, when it comes to wellness we should be looking at the body as a whole.  The reality is though that it can seems easier to support physical health, we can see the problem and put adjustments in place to support. 

How though can you recognise if someone is struggling with their mental health?

Some signs can include,

·       Reduced productivity & focus

·       Withdrawal from colleagues

·       Increased absenteeism

·       Mood swings or irritability

·       Decreased work performance

If you have a team member who suddenly starts to display some or all of the above issues, having previously been a good performer, you should sit down and have a conversation with them.  Mention that you have noticed that their work has not been its usual high standard, or they don’t seem themselves or discuss the higher levels of absence with them.  Ask them what help they need, if they are reluctant to discuss any issues with you, give them information to other sources of support, you may have mental health first aiders or an employee assistance line (EAP).

You have a duty of care.

Under the health and safety act 1974 you have a duty to protect employees health, safety and welfare so far as reasonably practicable.  Under the equality act 2010 mental health conditions make qualify as a disability and there maybe a requirement to make reasonable adjustments.  You need to understand whether your employee would be considered to be disabled under the act or you may find yourself facing a claim for direct or indirect discrimination.  The definition of a disability is a long term physical or mental impairment which has a substantial adverse affect on day to day activities.

What is a reasonable adjustment?        

Reasonable adjustments remove the disadvantage related to a disability, so for example access to a building for someone in a wheelchair, you might have to instal a ramp if you have steps into the building.  Reasonable adjustments can also cover mental health conditions, they are specific to an individual and apply to both employees and job applicants.  Have a conversation about how their mental health condition impacts on their work, focus on what they can do so that you tailor the solution to the individual.  You will need to take a flexible approach, there is no one size fits all solution and lastly make sure you review the adjustments on an ongoing basis.

What types of reasonable adjustments could you consider?

Altered working hours and / or patten of work, for example a reduction in hours or a later start or early finish.  You may consider working from home, you may review workloads and reduce or remove some tasks temporarily.  You may offer an alternative role if available, which may suit their needs or you may offer additional support with workload and / or tasks.    Whilst reasonable adjustments must be considered, dependant on the cost or burden to the business you may not be able to incorporate all of them. 

Lastly, make sure you have clear policies and procedures for addressing concerns, that your managers have received training and have regular one to ones with their team.  For help with an of these issues contact me at bev@BDHR.co.uk.