07th May 2009 Crunch time for mental illness.

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It’s a depressing thought that one in four of the UK population will experience some form of mental health problem in any given year. Mental health problems such as stress and anxiety, as well as some more serious conditions, are on the increase, and it’s unlikely that they won’t affect our work.  What may be more surprising is how difficult managers can find it difficult to establish a rapport with employees returning after a period of absence.  Some find a return to work interview a daunting prospect, but it is a key to getting the line manager and employee back into a good working routine.

It’s sobering to find that career advice from mental health organisation, Rethink assumes that employees will be looking for a new job, rather than returning to their existing one.  And it’s difficult for the employer too.  Most managers aren’t psychologists or psychiatrists and are, understandably, unsure how to deal with someone who has been off work due to a mental health condition. The need for communication, coupled with discretion, is essential. This is where the return to work interview can actually be your friend.  Not only does it aid accurate recording of the circumstances of the return, it also helps to provide a framework for what could otherwise be a very awkward conversation.

It is advisable for the HR department to devise a specific format for the return to work interview after an absence caused by mental illness.  This way, the manager can avoid asking inappropriate questions; and can instead be guided through asking questions which are both sensitive and relevant, without being at a loss for words or afraid to broach a delicate subject.  Understanding the illness from day one will be vital, so real time information, from the first day of absence to the return to work has to be a priority, forming an accurate picture which allows both parties to plan ahead successfully.

Stress can be job-related, due to personal problems, caused by seasonal factors (as with Seasonal Affected Disorder) or even down to poor management or bullying.  Building up a clear picture of an entire department or division can reveal management and bullying problems.  One person suffering stress or anxiety may well be down to personal difficulties, whereas an emerging pattern suggest that something needs to be done to rectify a systemic problem.

It can be difficult to tell which kind of situation you have, especially if you are comparing disparate departments in several geographical locations, with vastly differing roles.   If you have clearer information, you can tell more easily if you need to bring in outside help to support staff or make organisational changes.  A tailored absence management system helps to make comparisons meaningful and equitable, helping you to see the wood for the trees.  In fact it’s better for everyone’s well being.