Line Manager's guide on supporting staff at work with mental health issues

1. SUPPORT YOUR STAFF:
A Line Managers Guide To
Managing and Supporting Staff With
Mental Health Problems At Work
©Diane Hanna, 2020

2. OUTLINE OF THIS WORKSHOP
After this workshop Line Managers shall:
1. Have increased knowledge of how to create a supportive culture
where staff feel confident in being able to open up about their mental
health.
2. Have an increased level of confidence talking to and having a
conversation with staff members about their mental health.
3. Have the skills to help support staff with mental health problems in the
work place and how to manage their return to work after a period of
mental ill health, as well as help manage their long term mental health
at work.
©Diane Hanna, 2020

3. FOUR KEY AREAS:
CULTURE CREATION
How do we create a safe open culture to
address mental health at work?
01
HOW DO I TALK ..?
Help…! I don’t know what to say or how to
say it…!
02
SUPPORT
What can I do to let my staff know that I
am supportive of them?
03
MANAGING STAFF
How do I manage my staff who have been unwell
and how do I assist them get back to work?
04
©Diane Hanna, 2020

4. This training has been designed for
line managers - to give practical
advice on managing and supporting
staff who are experiencing stress,
distress, and mental health
problems
INTRODUCTION
©Diane Hanna, 2020

5. ! Job match with person’s capabilities
! Talk early to prevent escalation of
problem
! Keep in touch when sick/offer
support/plan to RTW
! Achieve a successful RTW
! Manage long-term illness while
remaining at work
! Access sources of support/info
Steps that can be taken together
©Diane Hanna, 2020

6. STRESS? MENTAL HEALTH PROBLEMS?
! Stress can be defined as, “The adverse reaction people
have to excessive pressures or other types of demand
placed on them”
! Too little demands (bored/under valued/under
stimulated
! Work factors/Home factors
! Modulated by support systems at home/work,
personality and coping mechanisms
! All relative - individually different
©Diane Hanna, 2020

7. FOCUS: MENTAL HEALTH PROBLEMS
DEPRESSION
Withdrawn, not getting
things done, not doing
usual enjoyable activities,
unable to concentrate,
getting overwhelmed,
irritability, anger, low
confidence, looks tired,
significant weight change
(loss/gain)
ANXIETY
©Diane Hanna, 2020
Racing thoughts, anger,
appetite changes,
sweating, shaking,
flushed/blushing,
stuttering, hair loss,
heavy/fast breathing,
dizziness/fainting, facial
tics, indigestion

8. MIXED SYMPTOMS
QUIET/
WITHDRAWN
Despite being red, Mars
is a cold place
FAST OR SLOW
PULSE
Mercury is the closest
planet to the Sun
SAD
Venus has a beautiful
name, but it’s too hot
BACK PAIN
It’s the biggest planet in
the Solar System
©Diane Hanna, 2020

9. CULTURE CREATION
01
©Diane Hanna, 2020

10. OPEN SUPPORTIVE CULTURE
WELLBEING POLICY
Back up message with a
clear policy
CLEAR MESSAGE
Being open will lead to
support, not discrimination
KEY BEHAVIOURS
Manager role models;
approachable/confident
©Diane Hanna, 2020

11. HOW DO I TALK..?
She is crying… and I don’t
know what to say…!
02
©Diane Hanna, 2020

12. SPOTTING WHEN A PERSON HAS A PROBLEM
TIREDNESS
Or irritability
MORE SICKNESS
Taking more and more
sick leave
CHANGES
In behaviour, poor
performance
HEADACHES
With a loss of sense of
humour
OVERPERFORMANCE
Working themselves to
excess
RELATIONSHIPS
More difficulties with
people at work
©Diane Hanna, 2020
GET IN QUICK

13. TALKING AT AN EARLY STAGE
! Use work planning sessions, appraisals, informal chats
! Neutral/non-stigmatising opportunities
! He or publications
! Open-ended questions + pause
! “How are you doing at the moment?”
! “Is there anything we can do to help?”
! Open, exploratory, non-judgemental, “Ive noticed that…”
! NEVER assume…
! Make adjustments if stressed
! Chats should be positive/supportive (focus on how you can
help
©Diane Hanna, 2020

14. PATTERNS OF ABSENCE
Short brief sick absences with a variety
of reasons (back pain, headaches) or
no reason given, there may be
underlying reasons - transitory mental
health problem. Tread carefully: staff
need to be able to trust/reassured this
will not be used against them. Use
RTW interviews for all/keep light.
©Diane Hanna, 2020
UNDERSTANDING

15. ENGAGING
SOMEONE WHO IS
RELUCTANT TO TALK
©Diane Hanna, 2020

16. ! Confidentiality and limitations
! Be realistic/plan private space
! Ask about support person
! Negotiate adjustments/comms
! Prompt action for hurtful
gossip/bullying
POINTS
©Diane Hanna, 2020

17. ! Open ended questions: what is happening? How are they feeling? What the impact of the stress/problem
is and possible solutions
! How long have they felt like this?On-going issue? New? Something that an immediate action could fix?
! Any problems outside of work that they wish to discuss and if it would be helpful for you to know? DO
NOT put pressure on a person to disclose
! Are they aware of possible sources of support? financial/relationship/legal?
! Are they are aware of support that the organisation may be able to provide?
! Is there any aspect of their medical care that it would be helpful for you to know about? While you ave no
right to this information, the employee should be aware that you cannot be expected to make a
reasonable adjustment if you are not informed about the problem
! Does the employee have ideas about any adjustments to their work that may be helpful? Short or long
term?
! Do they have any on-going mental health problem that it would be helpful for the manager to know about
? and if so, is it useful to discuss their coping strategies and how the organisation can support them? It is
their choice if they reveal this - but you cannot be expected to make adjustments for any condition if you
don’t know that it exists
! Establish what they wish colleagues to be told, and who will say what. Any inappropriate breach of
confidentiality may constitute discrimination
! Agree what will happen next and who will take what action
! Consider if whether what has affected the employee, may have affected others in the team, and take
appropriate steps - you may want to get extra help (HR/Specialist)
ISSUES TO RAISE WITH A DISTRESSED STAFF
©Diane Hanna, 2020

18. RECORD ALL DETAILS ACCURATELY
©Diane Hanna, 2020
It is important to document all
details accurately, not just to
protect the organisation and
the employee, but to also
show that the actions have
been carried out fully

19. ! Reassure them
! Let them know you are listening
! Go at their pace which suits
them
! Calm yourself
! Try to discern between what is
urgent/important
! Need support? Session not
going well - rearrange for
another time
! Stay in contact
! Keep dignity as leaving
Managing Tears
©Diane Hanna, 2020

20. ! Be aware of the impact on the
rest of the team due to:
! Reasonable adjustments
! Or due to particular symptoms
or behaviour while unwell
The Rest of the Team
©Diane Hanna, 2020

21. ! Unwell, despite support/
encourage to seek professional
help
! Hallucinations/mania?
! Quiet place/get help
! Review mission medical
medevac policy
! Call ambulance if person is at
risk
Recognising The Need For
Specialised/Clinical Help
©Diane Hanna, 2020

22. ! Work out what they want
colleagues to know
! If taking sick leave, work out if
they want calls/emails or not
! Respect their wishes
Communicating with Colleagues
©Diane Hanna, 2020

23. SUPPORT
How do I show and give
support to my staff?
03
©Diane Hanna, 2020

24. ! Do not fear - contacting a
person off sick is more often
viewed by the person as caring
- not you harassing them
! Min level of contact
responsibility by employer
! Calls in sick - take by manager
if possible, f/u call or text
Keeping In Touch
©Diane Hanna, 2020

25. ! Essential to keep in touch (little to no contact = misunderstandings and barriers
! Reassure about job security and or financial concerns
! Ask open ended questions
! Ask if there is anything - you as their manager can do to help
! Reassure them of the medical and personal boundaries and that you will respect them
! Review their needs and wishes for support, “ok, bye for now, would you prefer a call later next week?”
! Plan a phased to return to work as they approach fitness
! The bottom line is LET THEM KNOW THEY ARE NOT FORGOTTEN…!
! Avoid:
! Putting pressure on the person - for information, it is their choice to tell or not
! Be careful of placing deadlines to return on them, this will only add to pressure and increase anxiety
SUPPORTING STAFF OFF SICK
©Diane Hanna, 2020

26. ! If the employee does not wish
you contact their doctor - that is
their absolute right
! See HR relevant policies
! Only with an employees written
informed consent - work
contact doctor
Further Support

27. ! Not uncommon, but try and
ascertain why exactly (shame/
embarrassment)
! All evidence = contact improves
chances successful of RTW
! Sometimes - perception is you
the manager have played a role
(offer alternate)
! Consider ‘light touch’ policy for
all of sick (neutral/non-
stigmatising) - normalises
If Staff Requests No Contact

28. Planned RTW more cost effective
Effective Planning approach
Monitoring the RTW
There are factors to consider in
planning a RTW
Adjustments
Build Control in for Overload RTW
RETURNING TO WORK
©Diane Hanna, 2020

29. ! Briefing and update
! Set achievable goals
! Infrequent chats to identify
progress or barriers
! Feedback
! Consider mentor scheme
! Make sure they feel welcomed
back by you and the team
Returning To Work
©Diane Hanna, 2020

30. BE
AWARE
©Diane Hanna, 2020

31. POINTS TO CONSIDER FOR STAFF RTW
SPECIAL CASE
Careful not to make the
person feel like a special
BACKLOG
Piled up work from
before - manage this
REACTIONS
Control for negative,
comm? Stigma, no
secrecy
PRECLINICAL
If person is on
medication they may
have side effects
ADJUSTMENTS
Most are temporary, eg
phased p/t-f/t, content,
training needed/time/
buddy?
04
01 03 05
02
©Diane Hanna, 2020

32. ! Tell them they were missed
! Explain the RTW process
! Reassure the speed - no deep
end straight away
! Ask them how they are feeling
! Use open ended questions and
allow them to talk
! Listen and try to empathise
! Ask if there are any problems at
work which may be causing them
stress
! Ask about the problem and it’s
possible impact on work - treat
carefully….
RTW Interview
©Diane Hanna, 2020

33. Review and re assess, try
discussing with the
employee and determine
the correct pathway; check
stress levels and keep an
open mind/tweak
adjustments
WHAT HAPPENS
IF A RTW IS NOT
SUCCESSFUL?
©Diane Hanna, 2020

34. MANAGING STAFF
How do I manage staff’s on-
going illness at work…?
04
©Diane Hanna, 2020

35. ! Try to make it as smooth as
possible; meet them on their first
day back
! Decide before this - what
colleagues shall be told
! Check if they have plans for
lunch - possibly with a colleague
they feel close to, may them feel
welcome
First Day Back…
©Diane Hanna, 2020

36. ! Normal management processes
to review their performance,
needs, and work planning
! Stay in regular contact, ask how
they are doing
! Coping strategies
! Identify Triggers
! Relapse prevention & Plan
! Advance statements
MONITORING NEEDS - BE POSITIVE !
©Diane Hanna, 2020

37. Any
Questions?
Thank
You !
©Diane Hanna, 2020
dianehanna599@gmail.com
+964 750 528 1226 - Skype: diane.hanna22