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Tendring District Council is committed to protecting employees’ health, safety and welfare. Mental health illness can occur to any person at any level within the organisation and national research estimates that three in ten employees will have some sort of mental health problem in any one year. This policy applies to all employees of Tendring District Council. This policy aims to:
- Increase awareness of mental health issues throughout the Council
- Initiate actions to prevent and manage issues of mental health within the organisation
- Advise managers how do deal with disclosures regarding mental ill health
- Provide a referral list for further advice and guidance
Mental ill health can impact an organisation’s performance and productivity. In a recent CIPD survey (Chartered Institute of Personnel and Development) respondents with poor mental health said it affected their performance within the workplace as follows:
- Finding it difficult to concentrate (80%)
- Taking longer to do tasks (62%)
- Finding it more difficult juggling a number of tasks (57%)
- Putting off challenging work (42%)
- Being less patient with customers or clients (50%)
- Having difficulty making decisions (60%)
- Being more likely to get into conflict with others (37%)
- Finding it more difficult to learn new tasks (33%)
It should however be remembered that mental ill health does not automatically equate to poor performance within the workplace. There is also evidence to show a link between mental ill health and accidents in the workplace, staff turnover, conflict within the workplace and a risk of liability arising out of employee disputes and reputational damage to the organisation.
Managers:
- Conduct and implement recommendations of risk assessments within their jurisdiction
- Manage mental health related absence in liaison with HR
- Ensure good communication between management and staff particularly where there are organizational and procedural changes
- Ensure that employees have meaningful developmental opportunities
- Monitor workloads to ensure that individuals are not overloaded
- Monitor working hours to ensure that individuals are not overworked ; monitor holidays to ensure that staff take their full entitlement
- Attend training in good management practice and health and safety
- Ensure that contact is maintained with individuals absent with mental health problems
- Offer additional support to anyone who is experiencing stress (e.g. counselling)
Occupational Health and Corporate Health and Safety:
- Provide specialist advice on mental health related issues
- Support individuals absent with mental illness and advise then and their manager on a planned return to work
- Refer to counsellors or specialist agencies as required
- Monitor and review the effectiveness of measures to reduce mental illness within the workplace
- In conjunction with the officer put in place a personal risk assessment.
Human Resources:
- Give advice to managers on the Mental Health at Work Policy and raise awareness throughout the organisation
- Help monitor the effectiveness of measures to address mental health by analysing sickness absence statistics
- Advise managers and individuals on training requirements
- Provide continuing support to managers and individuals in a changing environment and encourage referral to counsellors where appropriate
- Advise managers on how to monitor working hours in accordance with the Flexible Working Hours Scheme.
Employees:
- Raise issues of concern with your line manager or Health and Safety representative or HR
- Accept opportunities for counselling or other support when recommended
Union and H&S Representatives:
- Work with managers to implement this policy
- Participate in consultations on any changes to work practices or work design which could precipitate stress/mental health issues
- Participate in the risk assessment process
- Attend any relevant health and safety training
- Conduct joint inspections of the workplace as and when required.
HR Committee:
- Ensure that this policy is implemented and oversee the monitoring or the policy and any other measures to reduce mental health illness within the workplace and to promote workplace health, safety and wellbeing.
The World Health Organisation defines health as ‘a state of complete physical, mental and social well-being and not merely the absence of disease or infirmity’ and mental health is ‘the emotional and spiritual reliance which allows us to enjoy life and survive pain, disappointment and sadness. It is a positive sense of well-being and an underlying belief in our own and others’ dignity and worth’.
Mental health influences how we think and feel about ourselves and others and how we interpret events. It affects our capacity to learn, to communicate and to form, sustain and end relationships. It also influences our ability to cope with change, transition and life events.
Mental health problems are disturbances in the way in which people think, feel and behave. In some cases this can seriously limit a person’s ability to cope with day to day life, which can impact on relationships, work and quality of life. However many people effectively manage their mental health problems alongside the demands of a job and daily life sometimes with treatment and support. It is crucial to remember that everyone’s experience of mental health is different – two people with the same condition may have entirely different symptoms and coping mechanisms.
Mental health, like physical health can fluctuate on a spectrum from good to poor. Mental health problems can therefore affect individuals irrespective of age, personality or background. They can appear as a result of experiences in both an individual’s personal and working life.
Below are some commonly diagnosed forms of mental health problems with examples of some of their symptoms. When supporting staff it is important not to label people by focusing on a diagnosis. Instead talk to them about how it impacts on their work:
Depression
Very low moods; feeling hopeless, worthless, unmotivated or exhausted; loss of appetite; irritability; more prone to physical illness. Depression often goes hand in hand with anxiety.
Anxiety
Constant and unrealistic worry about any aspect of daily life leading to restlessness; sleeping problems; increased heartbeat; stomach upset; muscle tension; trembling. Severe anxiety can be linked to panic attacks, phobias or obsessive compulsive disorder.
Panic Attacks
Sudden, unexpected bouts of intense terror leading to difficulty breathing; rapid pounding heartbeat; choking sensations; chest pain; trembling; feeling faint. The memory of a panic attack can provoke fear and trigger another.
Obsessive-compulsive disorder
Lack of control over certain thoughts or ideas that seem to force themselves into consciousness but lead to unbearable anxiety, which can only be relieved by performing a particular ritual to neutralize them, such as repeatedly opening or closing a door, washing hands or counting.
Phobias
An unreasonable fear of a particular situation or object which can cause major disruption to life because it imposes such restrictions on the way people live.
Bipolar disorder
(manic depression)a mood disorder where during ‘manic’ episodes people tend to be hyperactive, uninhibited, reckless, full of grandiose schemes and scattered ideas. At other times, they may go through long periods of being very depressed.
Other conditions include schizophrenia, borderline personality disorder and psychosis.
Recruitment, selection and assessment
Many job applicants will be fearful of disclosing information relating to their mental health problems in a job applications or at interview stage. In accordance with the Equality Act 2010 it is unlawful for employers to ask questions regarding health during recruitment in order to prevent discrimination.
There are certain lawful health enquiries that the Council makes pre job offer to support candidates. For example candidates are asked to make contact with HR if they need an application form in a different format, or if any reasonable adjustments are required within the selection process including the interview. Some of the Council’ s roles require applicants to complete online testing. Candidates are asked if they require any reasonable adjustments to complete these tests.
The Council has a health questionnaire that is issued following job offer. This is a useful method of accessing information to provide the employee with additional support.
Prevention
A good induction programme is important for all new, promoted or redeployed employees, as starting a new role can be stressful and unsettling. How people are managed and treated on a day to day basis is central to their mental wellbeing and engagement. The behaviour of line managers will to a large degree determine the extent to which employees will go the extra miles in their jobs, are resilient under pressure and remain loyal to their organisation. Good line management is crucial in spotting the early signs of mental health problems and initiating early intervention.
Early Intervention – Spotting the Signs
A key part of spotting the signs is managers being alert to the potential workplace triggers for distress such as:
- Long hours and no breaks
- Unrealistic expectations or deadlines
- High pressure environments
- Poor working environment
- Unmanageable workloads or lack of control over work
- Negative relationships or poor communication
- Workplace culture or lack of management support
- Job insecurity or change management
- High risk roles
Lone working symptoms will vary as each person’s experience of mental health is different but some of the potential indicators as are follows:
Physical
- Fatigue
- Indigestion/Upset Stomach
- Headaches
- Appetite/Wieght Loss
- Joint/Back Pain
- Changes in sleep pattern
- Visible tension
- Nervous/Trembling speech
- Chest pain
- Sweating
- Feeling constantly cold
Psychological
- Anxiety or Distress
- Tearfulness
- Feeling low
- Mood changes
- Indecision
- Loss of Motivation
- Loss of humour
- Increased sensitivity
- Distraction or confusion
- Difficulty relaxing
- Lapses in memory
- Illogical or irrational though processes
- Difficulty taking information in
- Responding to experiences
- Increased suicidal thoughts
Behavioral
- Increased smoking and drinking
- Using recreational drugs
- Withdrawal
- Resigned attitude
- Irritability, anger or aggression
- Over excitement
- Restlessness
- Lateness, leaving early or extended lunches
- Working for longer hours
- Intensive , obsessive activity
- Repetitive speech or activity
- Impaired performance
- Uncharacteristic errors
- Increased sickness absence
- Uncharacteristic problems with colleagues
- Apparent over-reaction to problems
- Risk taking
- Disruption or anti -social behaviour
If mental health is suspected or disclosed it is crucial that line managers facilitate an early conversation about the person’s needs, to identify and implement appropriate support or adjustments. Basic good people management lies at the heart of effective management of ill health in the workplace.
Other points to remember are as follows:
- Avoid making assumptions
- Embed confidentiality
- Encourage people to talk
- Respond flexibly
- Seek further advice if you need to