of mood, as can the underlying tone of emails and phone calls and the speed at which employees respond.
Changes in attitude towards work and changes in productivity can also be signs that something isn’t right, although Gayed cautions that some productivity fluctuations are likely given that almost everyone is dealing with significant workplace changes.
“Judging by work output alone may not be as reliable as it would be in a normal setting, and reassuring staff that changes in productivity at this time are normal can help reduce the pressure on them, but if it’s coupled with other signs, it’s worth following up,” she says.
“For example, if a staff member has a change in mood and also seems to be struggling with workload, that’s a fair enough reason for a manager to be able to say, ‘How’s it going at home? Is there anything else I can do or someone else in the team can do to help reduce the pressure at this point in time?’”
Set up regular 1:1 meetings with staff you’re concerned about
If you’re getting a sense that someone in your team needs support, make sure you follow up, preferably in a private setting or on a 1:1 phone/video meeting where you can encourage them to speak openly about their feelings.
"Regular check-ins in a one-on-one capacity from early on is recommended and will make these discussions easier,” Gayed says. Be conscious of asking open-ended questions (such as ‘Tell me about the new remote working arrangement – how is it working out for you?’) rather than queries with a yes/no answer – this will help you better gauge what might be going on.
Provide support, both in and beyond the workplace
If one of your employees is struggling, be responsive. Where possible, approve requests for leave or consider arranging modified duties that will reduce the immediate pressure while enabling the staff member to stay connected to work.
If they need more structured support, connect them to your employee assistance program (if you have one) or to other high-quality mental health resources and services external to your organisation – it’s not your job to try and counsel them yourself but it is part of your role as manager to support them.
“Managers should be aware of the support services available from within their organisation, as well as in the public domain, so they can promote and facilitate help-seeking for their employees,” Gayed says.
Whatever arrangements you end up making, don’t leave the conversation there – schedule the next follow-up session before ending your catch-up so you can continue checking in, even if your staff member is on leave.