Is my employee mentally unwell or are they going through a stressful period in life?

You are worried about one of the people you line manage. They have been tearful at work a few times in the last few months. You notice they are becoming more withdrawn and less social. They mention that they are currently going through a stressful relationship breakdown and have not been sleeping well. Are they mentally unwell? Do they need a diagnosis to access help through occupational health? 

Why is this a relevant question for employers?

Evidence demonstrates that large numbers of young people in the UK are not in education employment or training. A significant number of these report that poor mental health is the reason why they are not able to function in a workplace or learning environment. In fact, over 10% of the working age population report signs of poor mental health across different data sources. In addition, mental ill health is taking over a larger proportion of occupational illness (ill health caused by or worsened by work). These trends have been increasing over time and are relevant to employers who are invested in supporting their workforce remain engaged and productive. 

What do people mean by mental health and mental illness?

Ideas about what constitutes mental illness have changed over time and differ between cultures and generations. Research recently highlighted by the Financial Times has explored how different groups interpret changes in mood, stress and emotional wellbeing, suggesting that experiences one person considers a normal response to life's challenges may be viewed by another as symptoms of mental illness. In the article, data shows that people of different ages and different political ideologies can have different perspectives on whether ‘someone who ‘sometimes feels worried, a little sad, has trouble sleeping at night, or feels that at times things bother them more than others’ has a mental illness’.

This makes conversations about mental health more complex in environments where people have different ages and backgrounds- such as in many workplaces. Terms such as mental health, mental ill health and mental illness are often used interchangeably, despite referring to different concepts among different people.

Do labels matter in the workplace? 

Labels and diagnoses are arguably less relevant in an occupational (workplace) health context where functional impact (what someone can do) is the more relevant parameter. In some ways, it doesn’t matter what the label is if the cause is a health issue- be that a diagnosed health issue or not. This is useful for employers to know in the context of long waiting lists for some NHS diagnostic services. A formal diagnosis is not required for receipt of occupational health support or for consideration under the Equality Act 2010. 

That said, there is an important distinction between health-related functional impairment and challenges that are primarily lifestyle-related. For example, fatigue secondary to poor sleep caused purely by late night gaming does not have an underlying health cause. This requires a different response from fatigue resulting from depression that is disrupting sleep. Employers benefit from systems that can distinguish between issues requiring clinical support and those better addressed through management, HR or education initiatives.

What is the role of prevention in mental health?

There will always be some relationship between life challenges and developing mental illness. Mental ill health can evolve from challenging circumstances such as pervasive workplace stress, relationship breakdown, financial stress and trauma. 

Employers that focus on early intervention can support with both. This involves recognising and being ready to support employees when they first begin struggling, before problems become prolonged sickness absence. Manager training is important in helping identify employees at risk of deteriorating mental health, as is creating environments where people feel able to seek support early. In addition, access to occupational health, clinical psychological support or non-clinical interventions such as coaching means that people coming forward can receive the appropriate level of support, either though an employer funded offering or signposted out to NHS services for treatment. 

Employers can think beyond clinical expertise to support young people at work. Insight workplace health has recently spoken to Jon Nottingham, an expert in supporting young people develop mental resilience through non-clinical interventions. Alongside clinical psychological support for neurodiversity, Insight Workplace Health also has a non clinical support team offering. Access to Work, a government service, can also be a route to coaching for people of all ages. 

Four top tips for employers navigating the boundaries of mental illness in practice: 

1- Be aware of broader national level research and policy initiatives - what is happening on a wider population basis is likely to have some relevance to your workforce. 

2- Use a combination of sickness absence data and qualitative feedback from the workforce to identify work and health trends in your organisation which will help you target support. 

3- Invest in training managers and educating the workforce so colleagues recognise early changes in function and seek help. 

4- Offer a range of support to meet colleagues where they are at (in prevention not everyone requires a clinical intervention). Occupational health services can be an effective triage tool in helping map level of need to support. 

Help your managers respond with confidence

Managers are not expected to diagnose mental illness. They should, however, feel confident recognising changes in an employee’s ability to function, beginning supportive conversations and knowing when specialist advice may be appropriate.

Insight Workplace Health can support your organisation through occupational health assessments, manager guidance and a range of clinical and non-clinical services. Our team can assess how an employee’s health is affecting their work and recommend practical next steps.

Contact our team or call 01792 321010 to discuss how we can support your workforce.