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mental health difficulties

Making reasonable adjustments

Friday, May 22nd, 2009

When in post, or before that point, it is best that an employee works closely with their employer to make sure that the reasonable adjustments are agreed mutually and will actually have the effect that is hoped for.

The Department of Work and Pensions has produced an excellent booklet aimed at small to medium enterprises that covers all aspects of making reasonable adjustments, including making reasonable adjustments for employees with mental health difficulties:

http://www.dwp.gov.uk/employers/dda/booklet.asp

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What rights does a person who experiences mental health difficulties have at work?

Friday, May 22nd, 2009

A person with mental health difficulties, when those difficulties are considered a disability, has a number of rights in work.

The Disability Discrimination Act makes it unlawful to treat a disabled person less favourably than someone who does not have a disability for a reason related to that person’s disability.

You can find more detail about the rights of people with mental health difficulties at work here:

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Do mental health difficulties count as disabilities?

Friday, May 22nd, 2009

For most mental health difficulties that have lasted or are likely to last for more than a year, the answer is yes. If a mental health condition has lasted over a year and affects significantly a person’s ability to do certain things, then they are covered by the Disability Discrimination Act.

The DDA defines a disability as a condition that is:

  • neither minor nor trivial
  • has lasted or is likely to last for at least 12 months (there are special rules covering recurring or fluctuating conditions)
  • affects normal day-to-day activities like eating, washing, walking and going shopping
  • must affect one of the ‘capacities’ listed in the Act which include mobility, manual dexterity, speech, hearing, seeing and memory

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Step Five: Be positive about recruiting staff with experience of mental health difficulties

Monday, May 4th, 2009

Any of us might experience mental health difficulties at some point in our lives.  One in six of the UK workforce already do. Any company or organisation is already employing people who experience mental health difficulties, whether it knows it or not.

All workplaces benefit from diversity, new ideas and fresh thinking as well as motivated staff who want the company or organisation to succeed.

Research has shown that given the opportunity, people with mental health difficulties take less sick leave than average and show greater loyalty to their employers.

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Step Four: Support staff

Monday, May 4th, 2009

Any employer benefits from a well-motivated workforce.  Employers should always support their staff, deal with their concerns and care for their wellbeing.

Being positive about mental wellbeing, and encouraging an open and non judgemental approach to the challenges that people may face will result in better motivated staff, who will value their employer more.

The feeling that a company or organisation cares for its staff is a significant factor in attracting staff with a high commitment level and in its overall level of standing in the wider community.

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Step Three: Reduce and manage stress

Monday, May 4th, 2009

Stress is something with which we are all familiar.  Stress can both be a problem on its own and can also contribute to any mental health difficulties that an individual is experiencing.

The Health and Safety Executive defines stress as:

‘the adverse reaction people have to excessive pressures or other types of demand placed on them’

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How do I make my workplace healthier? A five-step guide for employers

Monday, May 4th, 2009

This section is a short guide to steps that a company or organisation can take to increase the mental wellbeing of employees and make sure that any staff that experience mental health difficulties can be fully supported and enabled to make a full contribution to success of the business.

It is adapted from the Shift Line Managers Resource and a number of other useful resources (see resources).

Step One:  Promote Wellbeing
Step Two:  Develop and implement policies and practice
Step Three:  Reduce and manage stress
Step Four:  Support staff
Step Five:  Be positive about recruiting staff with experience of mental health difficulties

Helping someone to return to work after a period of mental ill health

Monday, May 4th, 2009

When someone you employ is returning to work after a period of mental ill health, it is both good practice and good business to make the process as easy as possible.

An employer should never put pressure on an individual to resign because they have developed mental health difficulties. Dismissing someone simply because they become disabled is likely to be direct discrimination that is unlawful.

You should consider whether there are changes that can made at work to enable the employee to carry out their job.  These are known as ‘reasonable adjustments‘.  Reasonable adjustments may include things like:

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What do I do if someone is unwell while at work?

Monday, May 4th, 2009

One in four people will experience mild to moderate mental health difficulties such as depression or anxiety.  A far smaller number of people will experience difficulties that are more severe.

In rare situations these might include:

•    Extreme heightened activity or psychosis, where someone has far more energy than normal and less of clear insight to their own actions

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Talking to someone about their mental wellbeing

Monday, May 4th, 2009

In most cases, it should be possible to deal with an employee’s mental wellbeing in the workplace through ordinary management tools such as planning sessions, appraisals or informal chats.

Always be aware that someone may be worried about being judged, or that they will be sacked or removed from their position.  Also, you should be open from the start about how confidential your chat is, and be clear about who else will be informed of it.  You should reassure them that any personal information will be confidential, but that you may need to speak to other members of staff with their consent about certain aspects of it.

You should give someone you are concerned about the maximum opportunity to express their concerns in their own way by asking open questions such as:

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