Talking About Mental Health at Work
Employees are not immune to mental health challenges. In fact, 8.7% of employed Canadians indicated they had a mental health-related disability in 20211 and many of us struggle with stress and anxiety. And yet, we rarely discuss mental health at work due to stigma.
Stigma is rooted in fear and misunderstanding. Stigma can lead to people being shunned, shamed, or worse. It can also make it difficult to seek help, as many people who experience distress will attempt to keep their feelings hidden, out of concern about how people will respond. There is still a lot of misinformation in society about mental illness and mental health challenges.
Noticing Changes
There are often signs that an employee or co-worker is experiencing mental health challenges. These can include but are not limited to:
- Changes in work habits. If an employee begins showing up late for work or is suddenly struggling to meet deadlines or complete tasks correctly, we might assume there is a performance problem that needs to be dealt with. However, the change in work habits could indicate that an employee is struggling with their mental health. The root cause may be related to a mental health concern.
- Changes in personality or demeanour. Extreme mood swings or withdrawal from social interactions can be signs of mental health challenges. A previously outgoing employee who is suddenly solemn, isolated, or angry might need support.
You will notice the emphasis on changes. We all have days when we are running late or not in the best mood, but if these changes occur regularly, seem extreme, or are very out of character, it could be an indicator of something more going on.
So, you’ve noticed changes. Now what?
This is an opportunity to check-in with the employee. Timely and clear feedback is important, so don’t wait three months until their next scheduled performance evaluation.
- Prepare:
- Are you in the right frame of mind to start this discussion?
- Do you have access to resources you may need (EAP information, crisis line numbers, etc.)?
- Do you have some time blocked off?
- Have you thought about where to have the conversation?
- Talk about what you’ve noticed. Identify any changes such as:
- Personality or demeanour
- Errors or accidents
- Punctuality
- Response to new tasks and familiar tasks
- Working more, unable to take a break
- Ask if they are okay—in your own words:
- Step back from assumptions
- Be curious but not nosey (you SHOULD NOT ask about a diagnosis)
- Listen for understanding
- Ask one question at a time
- Listen for the answers, allow pauses
- Avoid interrupting
- Seek clarification
- Don’t immediately try to problem-solve
- Take more time to gather information than you might normally
- Be aware if you are arguing or defending
- Ask what you can do to help:
- Reassure them that you are here if they need you. If you are a supervisor, ask what you can do to help support their success at work:
- Consider small “a” accommodations (everyday changes and supports)
- Ask what the employee is going to do to contribute to their success
- If appropriate, write next steps down either with the employee or after the meeting
- Important: If you get a sense that this is warranted, ask if they are thinking about suicide. Be ready to connect them to resources (crisis line etc.).
- Take a moment for yourself:
- It’s important to take a moment to acknowledge that you have approached an important conversation from a place of care and professionalism. You may have started to build a stronger relationship with that employee.
Resources
Stigma and Discrimination – CMHA BC
Having the Conversation (PDF)
References
- Statistics Canada. (2022). Mental health-related disability rises among employed Canadians during pandemic, 2021. https://www150.statcan.gc.ca/n1/daily-quotidien/220304/dq220304b-eng.htm