How to Accommodate Employees With Mental Illness

Many corporate executives and HR experts are placing a higher priority on employee well-being and mental health.

Despite this, many workers still feel uncomfortable discussing any mental health issues they may have with their management. This is usually because they fear endangering their standing at work or creating future problems.

Being aware of the problem is one thing; another is being able to support others who are struggling with mental health concerns and encourage positive well-being.

Creating a welcoming environment

Even though it can be challenging to support struggling employees, employers must make an environment where employees feel comfortable being transparent. Little to no action can impact job performance, the environment, and general health if mental health concerns are not appropriately addressed.

While not everyone is comfortable discussing personal health difficulties, it is critical that employers are informed of the various forms of mental illness simply by fostering mental health awareness within the organisation.

There are several vital factors to consider when managing employees with mental health problems. There is no "one size fits all" strategy, but the tips we'll cover in this article can help you choose the best course of action and establish a genuinely helpful culture. Here are a few ways you can accommodate employees with mental illness:

1. Keep an eye out for any changes in behaviour.

When you are aware that someone is suffering from a mental health illness, it is much easier to detect behavioural changes in the future. While behaviour varies from individual to individual and is rarely easy for a person who is having difficulty opening up, some significant behavioural changes include:

• Appearing agitated, anxious, or on edge

• Avoiding specific office activities, like meetings or socials

• Turning off the camera during video calls

• Quickly becoming upset or overwhelmed

• Difficulty making a decision

• Trouble making deadlines

• Appearing anxious or uneasy

• Arriving to work late

• Disconnected or absent from work

• Being prone to stress or distress

• Developing unhealthy habits, such as smoking or drinking

• Lack of self-assurance

• Self-esteem issues

• Harmful mental habits

The above could aid in enabling change within the organisation and helping managers effectively manage personnel with mental illness. Employers must not attempt to explain or analyse their employees' feelings. They may already be conscious of their condition and are afraid to bring it up with you.

Approach them with a straightforward question like, "I've observed a handful of deadlines have been missed; can I assist you in any way?" alternatively, "I've noticed you're quieter than normal during our staff meetings; is everything okay?"

It is crucial for an employee's recovery and productivity at work that you actively listen to them and consider what they are going through. When someone's current vision is cloudy, you may greatly assist them in being more solution-focused by reminding them that you are there to support them, but they are in control.

Managers should keep an eye on employees whose behaviour has changed.

2. Adjust your approach.

Since depression and anxiety affect individuals in various ways, it is essential to remember to adopt a personalised approach for each employee. Some people may appreciate and require changes to their workplace or job to continue in their position.

Others may need time off to attend therapy appointments, re-calibrate, and return to their jobs with a fresh perspective.

Some employees who suffer from illnesses such as bipolar disorder may prioritise fitness or bonding with their family. They might leave work early to pick up their kids from school or hit the gym.

Others may benefit from flexible working hours. We advise organisations to conduct an anonymous survey to gather information and determine where employees place importance on their wellness at work to explore alternatives.

Employees should have complete support from their employers to stay or return to work as they choose, and employers should make sure that the transition back to the workplace will be easy for both the employee and their coworkers.

3. Delegate as necessary.

For those without mental health issues, having too many deadlines can be burdensome, but it can be incredibly stressful for those who do.

When possible, share deadlines and communicate with team members about what needs to be discussed. By dividing large-scale projects into smaller pieces, you can reduce unnecessary pressures. 

Suffering employees can perceive smaller jobs as reasonable, including short-term deadlines, improving productivity and overall well-being.

4. Some may find work to be helpful in their struggle.

Work can be a major factor for someone struggling with anxiety or depression. We find a feeling of belonging and purpose at work, structure, routine, and human contact. 

Anxiety attacks that occur while a person is off the clock from work can worsen their state of overwhelm than when their mind is on the job.

5. Invest in the latest management training.

Preventing problems from developing and reaching a crisis level is the best approach to supporting and managing workers who are dealing with mental illness. Employee absences are one example of a crisis, but they are not the only ones. Mental health issues at work can also manifest as absenteeism, in which the individual is physically present but not engaged in their task or environment.

This entails cultivating a working culture that encourages positive mental health and well-being rather than assisting individuals already suffering. To accomplish so, updated management training is essential.  Managers do not need to be experts on mental health difficulties, but by giving them the correct information, they can confront problems head-on with effective remedies.

Internal training on mental health can be accomplished by educating management on internal procedures, benefits, and mental health support services that are accessible, as well as how to communicate this information to all areas of the company. If an employee is dealing with a mental illness for the first time, they might not know what works best for them, so learning about the new services available can be very valuable.

Managers should always find a way to discuss matters with troubled employees in a supportive manner.

6. Prepare a crisis response plan.

The following questions can assist employers in developing a detailed response plan in the event of a crisis, emergency, or threat to the employee or others. They can also contribute to addressing the broader issue of workplace well-being and behaviour:

• What safeguards can we set up to keep you on track?

• What should we look for to see if you're having difficulty?

• How would you like to be able to receive feedback on your work?

• How can we discuss potential performance problems with you in a welcoming and supportive manner?

• What kinds of mistakes are you worried about making, and how can we help you avoid them?

• What are the things that are causing you the most stress or overwhelm right now?

• What potential sources of stress or overwhelming for you in the future?

• Check in every few days/weeks to ensure you feel supported. (The amount of days/weeks is determined by the employee's health and functioning. The maximum period should be two weeks, which might be as frequent as daily, but these sessions should be limited to 10 minutes to keep things manageable for everyone. A longer meeting can be organised if necessary.)

Better to prevent than to treat. The key to properly managing mental illness employees is fostering a positive and pleasant work atmosphere. Toxic workplaces are fertile grounds for mental illness and stress.

But first, be upfront and honest with your staff; this allows you to understand them better and fosters positive relationships and workplaces.

Sources: Everymind at work, Workplace Strategies for Mental Health

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