Your how-to: Identifying key contacts and support for returning employees from challneges related to mental health and wellbeing within your company
Refers to the process of identifying key contacts and resources within your business that can help facilitate the return of employees who have faced challenges related to mental health and wellbeing. This process considers individuals who could provide support as well as resources or programmes that can address the employee's needs. For example, these key contacts might be line managers trained in early intervention strategies, HR professionals who handle reasonable adjustments under the Disability Discrimination Act 1992 (Australia), or peer support workers who offer lived experience support.
Support systems could encompass company policies on mental health, externally sourced Employee Assistance Programmes (EAP), or organisational wellbeing initiatives. The aim is to foster an environment that acknowledges mental health challenges, supports the recovery, and encourages positive mental wellbeing. Such measures not only aid the employee's transition but also demonstrate a commitment to workplace mental health, which can encourage openness and reduce stigma.
This process will require thorough planning, understanding available resources, creating a supportive environment for disclosure, and continuous follow-up with returning employees to ensure their needs are met and adjustments are effective. Please note, this strategy should also comply with the privacy and confidentiality provisions per the Australian Privacy Principles under the Privacy Act 1988.
Step by step instructions
Evaluate Existing Resources: Identify what kind of resources and contact networks already exist within your company to support mental health and wellbeing. This could include formal programmes like Employee Assistance Programmes (EAP), informal peer networks, or niche company policies that particularly focus on wellbeing and mental health. Take inventory of what's already there and consider how these resources could be useful for returning employees.
Assess Potential External Resources: Investigate external resources that could be incorporated into your support system. There may be additional services your company can contract, such as outside mental health professionals or specific wellbeing programmes.
Create Supportive Discloser Environment: Develop methods and strategies that encourage returning employees to disclose their mental health status and needs comfortably. Employee concerned over stigma or job security are less likely to ask for help, so it's crucial to foster an open and non-judgemental atmosphere.
Communicate The Resources: Ensure all employees, not just those currently in need, are aware of the support systems in place. This can be done through internal communications and training programmes so employees know there's a support system available should they ever need it.
Identify Key Contacts: Who are the individuals in your business who would be best equipped to facilitate the return of an employee facing mental health challenges? Identify individuals who have relevant training or affiliations, such as HR professionals who handle reasonable adjustments, line managers equipped with early intervention strategies, or peer support workers who provide lived experience support.
Review Legal Compliance: Ensure any strategies or policies developed comply with relevant Australian legislation, such as the Disability Discrimination Act 1992 and the Australian Privacy Principles under the Privacy Act 1988. Consult with legal professionals to ensure all plans protect the rights and privacy of your employees.
Plan For Continual Follow-Ups: Develop a system for regularly checking in with returning employees to ensure their needs are being met and to make any necessary adjustments to the support provided. This will emphasise the company's commitment to their wellbeing and create an ongoing dialogue about mental health.
Review and Update Processes: Remember, the mental health landscape is ever-evolving — so should your company's approach. Regularly review your policies and procedures to ensure they remain relevant and effective. Please note, this strategy should be flexible and adaptable, catering to the unique needs of each employee and compliant with Australian privacy provisions and legislation.
Use this template to implement
To ensure you can execute seamlessly, download the implementation template.
Pitfalls to avoid
Maintaining privacy and confidentiality is instrumental when dealing with mental health issues. Breaching this trust can lead to legal cases under Australian Privacy Laws and can also damage the employee's trust in the company's support systems. Make sure that all discussions and records are kept confidential, and only necessary persons have access to the information.
Under Australian law, employers must provide a safe and healthy work environment - this includes mental health. Ignorance or negligence of these legal obligations can result in legal consequences. Ensure you're familiar with relevant legislation like the Fair Work Act 2009 and Workplace Health and Safety Acts.
A critical pitfall can be the delay in offering support to the employees needing it. A slow response can escalate the situation, affecting not only the individual but also team productivity. Ensure that strategic interventions and support are readily accessible.
Creating an inclusive, supportive culture is crucial. A misstep is to overlook this, leading employees to feel isolated and unsupported. It is important to establish an open dialogue about mental health, making employees feel comfortable when discussing their mental well-being.
It's essential that key contacts within the company are properly trained. Often, companies do not invest sufficiently in this area, resulting in poorly equipped personnel who fail to provide appropriate support. Make sure that your key contacts are trained both in mental health first aid and in the operational procedures of your support system.
Returning employees need regular support, not a one-off event. Absence of consistent check-ins can make employees feel neglected and unsupported. Develop a plan to carry out regular meetings with the concerned employee to discuss their well-being and any concerns they might have.