FAQs
How do I know if someone really has a mental illness?
Because there is still a lot of stigma and discrimination associated with mental illness, many people still do not choose to acknowledge a mental illness unless they really need to do so. You are not allowed to ask for records, history of the illness, treatment or other types of personal information that are not relevant to the work situation.
Once an employee discloses a mental illness, what kind of information do I need and how can I get it?
In general, you need to know what the effect of the illness may have on the employee's ability to complete the job. Specifics regarding psychiatric history, diagnosis and medications are not as relevant as the specific challenges that they might present in the workplace. First and foremost it is important to appreciate that each person will experience symptoms differently. How a mental illness ‘shows itself’ is shaped by the personality of the person who experiences it.
What kinds of strategies work for someone who experiences a mental illness?
Various types of mental illness may affect the ways that someone thinks, communicates, sleeps or completes activities.
The types of strategies that work tend to be those that acknowledge these differences, such as changes in interpersonal communication, supervision and support, flexibility in schedules, and adjustments in how directions are given, tasks are organised, or time is managed.
What do I say to co-workers who want to know why an employee is getting special treatment?
It is illegal to share confidential information about an employee's disability and/or medical condition without the permission of the employee. This means only the supervisor, or those in charge of safety and risk procedures, or those responsible for Equal Employment Opportunity or Affirmative Action, need to know. All information about a disability must be kept separate from personnel files. Your employment specialist will be able to advise you on such issues.
How would I recognise signs of mental illness in the workplace?
While some symptoms may be clearly discernable, in reality this is not always the case. Employers and supervisors may be able to notice significant changes in their employees' work habits, behaviours, performance and attendance, such as:
- consistent late arrivals or frequent absences
- low morale
- lack of cooperation or a general inability to work with colleagues
- decreased productivity
- increased accidents or safety problems
- frequent complaints of fatigue or unexplained pains
- problems concentrating, making decisions, or remembering things
- making excuses for missed deadlines or poor work
- decreased interest or involvement in one's work.
People who experience challenges such as those listed above may simply be having a bad day or week, or may be working through a difficult time in their lives. A pattern that continues for a long period may, however, indicate an underlying mental health condition.
Where you are concerned about these, talk with your employee (confidentially) about how the job is working out, raise the concerns you have. Do not judge by using language such as: “You're slacking off, you've been late three times this week”. Instead check things out by using language such as: “I get a sense that over the last couple of weeks the job isn't going as well as it has been, is there anything going on for you at the moment?”
Be honest and sensitive, if necessary, but always open and respectful.