MENTAL HEALTH eliminated , implementation of structures and practices to support psychological health and safety , and fostering a “ culture of same ” throughout organizations . Stigma and discomfort associated with mental illness persists in society , despite media campaigns , exposure brought to the issue by many public and celebrity figures and knowledge sharing . It is this stigma that may thwart employers from being fully prepared for dealing with the mental illness challenges of their employees .
“ Illness is illness ” is a slogan used by the Canadian Centre for Occupational Health and Safety ( CCOHS ) in social media . The impact of this statement is in its simplicity . Employees suffering from mental illness in the workplace are entitled to equivalent rights and accommodations as are employees with physical illnesses or injuries . What we do know is that employees often attempt to “ tough it out ” or cope “ as best they can ” and remain at work (“ presenteeism ”). This approach may manifest itself in the employee as not only behavioural changes but also performance issues .
Not all employees are equally resilient to pressures and challenges associated with work or with life in general . The conversation with an employee who has been observed to be struggling from an emotional or psychological standpoint must be a careful one . It may start only with a check-in : “ I ’ ve notice you ’ re not quite yourself recently . Is everything all right ?” Attempts to engage the employee are important ; however , the level of disclosure from the employee regarding his or her challenges will depend on the employee ’ s comfort with the conversation , the relationship between the individuals , and the amount of insight the employee has surrounding his or her own behaviours and conditions . Either way , providing a reminder regarding an Employee Assistance Program ( EAP ) or an offer to open the channels of communication is suggested .
At times , the greatest assistance to the employee may be something that may seem such a small accommodation but might really turn things around . Does the employee require flexibility in work hours to attend mental healthcare appointments ? Would the employee benefit from a temporary adjustment to work hours or workload ? The conversation may return dividends in the form of better rapport with these employees by their knowing that you do care about their wellbeing . And perhaps , some performance challenges may even resolve in this way .
Responsible and caring employers will become active participants in supporting employees with mental illnesses to either remain at work or return to work
“ EMPLOYERS VALUE HEALTHY , HAPPY EMPLOYEES — THIS IS A SHARED OBJECTIVE .”
following an absence (“ absenteeism ”). But it is recognized that an effective psychological health and safety program takes time and dedicated actions . For the individual who has been absent from the workplace due to mental illness , employers have an interest ( and a right ) to gather information concerning an employee ’ s ability to function in much the same way that they do for an employee considering a safe and suitable return-to-work program following a physical injury or surgery .
In the latter case , accommodations may be required for strength-related activities , postural job demands or perhaps ergonomic intervention to improve comfort and productivity at the workplace . Similarly , accommodations for an individual with a mental illness may need to be made : adjustments to the employee ’ s surroundings to facilitate concentration , more cognitive breaks , adjustments to duties or timelines for certain assigned tasks and assistance managing fatigue .
Asking “ What is the best way that I ( the organization ) can assist you ?” will go a long way . Streamlining work tasks to only essential tasks and approaching assigned work with clear expectations and a documented plan for achieving the outcome may also assist . It is not expected that employers readily know all types of accommodations to consider or offer . HR departments , disability management professionals like occupational therapists ( OTs ), and occupational health nurses ( OHNs ) can assist in this regard .
Engaging the employee in the discussion and the strategy is imperative . In some cases , a suitable return-to-work plan will require objective information regarding the employee ’ s cognitive abilities and deficits . A graded reorientation to the work environment and work responsibilities will enable the employee to try work strategies taught by healthcare professionals and then evaluate the success of these strategies .
Employers value healthy , happy employees — this is a shared objective . Employers are learning more and more in recent times that success in this objective generates a return in achievements and successes , and their actions in the area of workplace mental health will demonstrate both social responsibility and good business sense . The fundamentals of becoming a leader in workplace mental health promotion and management involve civility , respect , camaraderie and ultimately , achievements . Together with employees and healthcare providers , we can change perspectives and approaches . Everyone wins in this situation . +
Jennifer Bouzane is the Divisional Manager of Occupational Rehabilitation and Labour Market Re-Entry Services at FIT For Work ( www . fitforwork . com ) in St . John ’ s , Newfoundland and Labrador . FIT For Work multidisciplinary staff are knowledge experts in injury prevention and injury management industry . Services offered by FIT For Work encompass a holistic perspective of health and well-being , including physical and mental health . With eighteen years of Occupational Therapy experience , Jennifer leads a competent team of healthcare providers in assisting customers and clients achieve mutual workplace wellness and claims closure goals . Jennifer can be reached at jbouzane @ fitforwork . com or ( 709 ) 722-7676 Ext . 304 .
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