When it comes to dealing with mental health issues in the workplace, we’ve made undeniable progress. Having said that, I heard all three of the above statements used to and about a member of staff on a visit to a client’s office only last year. The person in question did look like he needed cheering up but he certainly wasn’t “mental”. He was a good professional coming to terms with a mental health issue. He’d flagged this up to his employer who’d assured him that his job was secure and spread the word that this person was to be treated well. Everyone tried to do that and many succeeded, but one person saying “leave him alone, he’s mental” is one too many.
NHS research tells us that a quarter of Britain’s workforce will have to cope with a mental health issue at some point in 2018. Obviously there are degrees of severity but employers are waking up to the fact that these issues are complex and debilitating and must be managed effectively.
Different managers have different leadership styles, and old school motivators may find it challenging to deal with conditions that they can’t personally identify with. The reality of modern management, though, is that being open to supportive communication and flexibility around hours and duties now comes with the territory.
We deal with senior HR professionals every day, and the judgement and consideration they show is admirable. Their instincts serve them well, but instincts can only take us so far. Sooner or later you need to have a plan. That’s where we come in.
Jane software actively encourages workplace interaction, with our self-service options enabling your people to put in immediate requests for training and development activity. By […]