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, eg, How are you doing at the moment? Is there anything we can do to help?
If you have specific grounds for concern, eg, 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
