Simple steps to supporting staff

Media Release
3 December, 2009

Simple steps to supporting staff

Many people in the workplace, at all levels and in all sectors, will have experience of a mental illness. The Like Minds, Like Mine programme is offering some practical advice on how employers can support their staff, so they can reach their full potential.

“A supportive workplace environment not only improves staff wellbeing but also makes good economic sense,” says Judi Clements, Chief Executive of the Mental Health Foundation.

One in five New Zealanders experience a mental illness every year, and the vast majority of people who have experienced a mental health problem continue to work successfully.

However, there are steps that employers can take to help their employees reach their full potential.

An online toolkit on workplace support for both employees with experience of mental illness and their employers is available through Like Minds. Areas covered include key signs that there are low levels of wellbeing in staff, using everyday management tools to identify problems and finding solutions, and engaging with someone who is reluctant to talk. Visit http://www.likeminds.org.nz/page/164-Employment+Employers-toolkit to view the toolkit.

This information on supporting staff is the second in a series of workplace tips for employers and employees available through the Like Minds programme. The first topic, on the recruitment process, can also be found at http://www.likeminds.org.nz/page/164-Employment+Employers-toolkit

When support is needed

Employers

The earlier you can spot low levels of wellbeing in your staff, the better.

Keys signs that something is wrong:

• Changes in a person’s usual behaviour

• Poor performance

• Tiredness or irritability

• Increased sickness absence

• Increased use of alcohol, drugs or smoking

• Poor timekeeping

• Difficulties with relationships at work

• Tearfulness

• Headaches

• Loss of sense of humour

• Over-performance – driving themselves to excess

• Rapid changes of emotional mood

Using ordinary management tools to identify problems and needs

Regular work planning sessions, appraisals or informal chats about progress can all provide neutral and non-stigmatising opportunities to find out about any problems your employee may be having.

It is helpful to use open questions that allow the employee maximum opportunity to express concerns in his or her own way.

E.g. How are you doing at the moment? Is there anything we can do to help?

If you have specific grounds for concern – e.g. impaired performance, it is important to address these quickly before the situation escalates. Again, it is helpful if questions are framed in an open, exploratory way.

E.g. I’ve noticed that you’ve sometimes been arriving late recently and wondered if there was a problem.

Engaging with someone who is reluctant to talk

Make it clear that the discussion will be absolutely confidential.

It may be worth considering why they are reluctant.

• Is it really safe for them to be open?

• Will any disclosures be treated sympathetically and positively? If they have seen others with similar problems being discriminated against then caution may be wise.

What you can do:

• Meet the person in a private, confidential setting.

• Reassure them that your door is always open.

• Be clear about confidentiality and who will be told what.

• Agree about how problems will be monitored.

• If adjustments are being made, ask the person how they wish this to be communicated to other staff.

• Suggest that the person brings an advocate, friend or family member to support them in a meeting.

Employees

Talking to your manager about stress and distress

Many people are afraid of revealing their stress or distress and will struggle on until they reach the point of breakdown.

However, the earlier the issues are tackled, the more likely it is that you can agree on support or adjustments that enable you to continue in work

When approaching your manager, remember they may also be fearful of emotional or difficult interviews.

Consider the following:

• If your manager seems anxious or reluctant to engage with you, you may need to give them a way into discussing the issues. They may be fearful about saying ‘the wrong thing’. If that happens, you can gently correct them but show that you value the effort they are making.

• Are there particular actions that your manager could take that would reduce stress?

• What, if anything, do you wish colleagues to be told? Decide which colleagues and who will tell them.

• How do you think your progress/ performance should be monitored?

• How much are you prepared to disclose about any medical care?

• If there are any problems at work that involve other people, are you going to talk to the manager about this? Do you need to consult others before doing so? For example, there may be a problem with bullying or harassment.

• Are there ways in which the meeting with your manager could be made easier? For example, held in a neutral location or with a friend, family member or advocate attending?

Source: Line managers’ resource, The Mental Health Foundation UK

About Like Minds, Like Mine

Like Minds, Like Mine is a public education programme aimed at reducing the stigma and discrimination faced by people with experience of mental illness. The programme is funded by the Ministry of Health and guided by the Like Minds National Plan.

Around the world, stigma and discrimination are recognized as one of the major barriers to a person's recovery. But changing attitudes and behaviour in society is complex, so the Like Minds programme works on a variety of levels to try to achieve this.

The majority of its work is undertaken by several national contractors, including the Mental Health Foundation and a team of 26 Like Minds providers.

Employment series

Supporting staff is the second media release in an employment series. For the first one, on best practice at the recruitment stage, please click on the link below.

http://www.likeminds.org.nz/page/177-News-Releases+Getting-the-recruitment-process-right

ENDS