When mental health issues arise at work, what should employers do?
As a boss, what do you do if your top shop supervisor is clinically depressed? Give yourself a second to think about it. What would you say? And how would you say it, now that reports are piling up and he’s still playing around...
As a boss, what do you do if your top shop supervisor is clinically depressed? Give yourself a second to think about it. What would you say? And how would you say it, now that reports are piling up and he’s still playing around on YouTube? You still haven’t talked to him about it because you’re afraid you’ll make a bad situation even worse, like last year when Nick came in drunk.
It’s suddenly the collision of worlds — when our complex lives outside the workplace cause an impact on our work, a place where we’re often supposed to be workers first and foremost, and real people with real problems second.
According to a study from the Mental Health Commission of Canada, one in five Canadians will experience mental illness. The same study reports that mental health issues in the workplace cost Canadian companies upwards of $33 billion per year due to lost productivity.
Supervisors, bosses, managers, etc. — just as much as the depressed supervisor — need to know their rights.
“The employers think they’re powerless. It elicits fear in them, and they don’t act,” says Krista Hiddema, co-founder of e2Rsolutions, and a partner at law firm Woolgar VanWiechen Ketcheson Ducoffe LLP.
Hiddema has some 100 disability cases on her desk at any given time. Each one is unique, and each comes with the devil in the details, she says. Many of those details will come to light at Allstream Centre in Toronto when she joins at least five other experienced speakers on March 26, 2013, at EcoLog Legislation’s one-day seminar, Building a Mentally Healthy Workplace.
Let’s get back to our depressed supervisor for a moment. Usually a beacon of cheerfulness, he’s recently stopped showing up for morning coffee chats. At least three times — that you saw — he’s fled the shop without saying a word. If you don’t talk to him at all, the company could be held accountable later. It’s called “constructive knowledge”, Hiddema says. The employer needs to document that he or she at least attempted to intervene and help the employee.
This pre-emptive measure helps to protect the company against any future escalation. Whether the employee wants to be helped is another question altogether; the employer simply has an obligation to act when an employee exhibits warning signs.
Depression, anxiety, stress and substance abuse are some of the more common mental health issues in the workplace. Most of us have seen at least one firsthand. Some employers may be surprised to learn that under the Diagnostic and Statistical Manual of Mental Disorders (better known as DSM-IV), addiction can be considered a mental illness.
“People who are concerned about other people’s addictions often don’t know how to deal with them,” explains Penny Lawson, clinical manager of the Family Program and Process Addictions section of Bellwood Health Services. “It’s also rare to find anyone with just one addiction anymore.”
Lawson — a scheduled speaker for the Building a Mentally Healthy Workplace seminar — talks about the need to develop “receivable” language and express human emotion and personal concern, not just facts, when tackling workplace issues. She intends to create role-playing scenarios to help seminar attendees understand how to talk to employees.
Other notable speakers for the Building a Mentally Healthy Workplace seminar include Paula Allen, vice-president of Health Solutions at Morneau Shepell, who plans to address mental health policy, planning and implementation; and Heenan Blaikie LLP associate Shane Todd, who will speak about the legal aspects of accommodating mental illness in the workplace. (Click here for the full list of seminar speakers.)
It’s important for employers to understand that employees can report workplace issues to the provincial human rights body, reminds Hiddema. In this technological age, many employees also won’t be shy to vent online if a company failed to accommodate their situation.
“It could dramatically limit your companies’ ability to draw talent if people are Googling your company and learning that you think employees don’t have a life outside work,” says Hiddema.
Hiddema and Lawson have some 50 years of experience between them.
For more information about the upcoming seminar, click here.