Canadian HR Reporter

IN FOCUS MENTAL HEALTH Supporting employees through mental health leaves By Matt Hendrick E mployers are increasingly facing the challenge of managing mental health absences from the workplace. Like all em- ployee absences, there are complex legal and operational implications for employers, but mental health issues can also bring social, communication and team challenges that need to be addressed respectfully, compassionately and with a commit- ment to confi dentiality. Fortunately, awareness and treatment alternatives are helping to reduce the stigma of mental health challenges for employees. Many employers have begun to adjust their practices to ensure there are supports in place for employees dealing with mental health challenges. Similar to time off for an illness, a mental health leave should see the employee working with her treatment teams, while the employer has the opportunity to prepare operations to reintegrate the individual back into the workplace. is means protecting con- fi dentiality, managing contact eff ectively, and supporting the em- ployee in coming back to her job. Protecting confi dentiality Protecting an absent employee's confi dentiality is both a legal and moral responsibility, regardless of the nature of the absence. For employers, a particularly challenging aspect of managing a men- tal health-related absence is in addressing natural concerns and curiosity about the absenteeism, especially if symptoms are less obvious than a physical health issue. As a rule, employers should provide as little information as pos- sible to other employees regarding a colleague's absence and subse- quent return to work. Updates that need to be shared should focus on operational requirements, rather than the employee's medical situation. For example, an update should focus on when the employee will be back at work and his specifi c roles and responsibilities. An ap- proach like "Jane will be at work for three days a week for the next two weeks, and will resume a fi ve-day-a-week schedule within a month" is far better than "Jane can't handle a full workweek right now because she has been ill." Keeping in touch e direct manager and person responsible for managing the absence (typically HR) are the best people to contact the absent employee. Communication from the manager should focus on showing concern for the employee's well-being, expressing support around his return to work, and providing general updates about the workplace. Contact from HR can deal with the availability of and access to benefi ts, the requirements to substantiate an absence or return to work, and other employment-related concerns. Ideally, contact with both managers and human resources teams should be coordinated. is ensures cohesiveness and will avoid people inadvertently giving diff erent impressions about expecta- tions and outcomes during the absence. It is important for employers to ensure they do not appear to unduly rush the employee with a return-to-work plan, and instead show that a commitment to an improvement in the person's health and wellness is the priority. e method of contact will depend on the relationship between the employee and her manager. Exchang- ing emails is ideal for conveying crucial information and can be less intrusive than phone or in-person contact, but it can lack the warmth and human connection of a conversation, and can also be misunderstood. When in contact with the absent employee, the employer should not ask specifi c questions about her medical condition. Employees may volunteer this information, but it is not needed for responsible return-to-work planning. Employers should exercise caution when requesting information, and if unsure about what information can reasonably or legally be requested, consulting an employment law- yer is advised. Followup timelines should be developed on a case-by-case basis, with contact between the employer and employee occurring at least once a month. Establishing these as routines with an absent employee helps that person feel supported and connected. Return-to-work support Re-integration should be specifi c to an employee's return-to-work plan. e direct manager's role is vital as he has the clearest picture of the employee's day-to-day responsibilities, her performance and medical situation. One-on-one conversations between the employee and manager should occur regularly, beginning with a brief introductory meet- ing on the fi rst day of the employee's return to work, followed by a check-in at the end of that day, another meeting at the end of the fi rst week, and weekly thereafter. e focus of these conversations should be on how the employee is managing during this initial period back, how she is perform- ing her duties, and whether the employee clearly understands the expectations as she returns to her job. ere are additional practices that may ease an employee's return to work and help set him up for suc- cess. By making his fi rst day back a Friday, it allows the returning employee to move directly into a weekend, relieving pressure and giving the person a lon- MANAGERS > pg. 46 Credit: Lightspring (Shutterstock)

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