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Managers toolkit for supporting staff with mental health conditions

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DOCUMENT 1

Managers toolkit for supporting staff with mental health conditions

Version 3.0 – 10 March 2022 WHS and Wellbeing, People and Culture

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Contents

Managers toolkit for supporting staff with mental health conditions …………………………………………………………………………………………………………………………….. 1

  • Contents ………………………………………………………………………………………………………………………………………………………………………………………………. 2
  • Introduction ………………………………………………………………………………………………………………………………………………………………………………………….. 3
    • Message from the Chief People Officer, Hamish Aikman ……………………………………………………………………………………………………………………….. 3
    • Audience and use of this toolkit ………………………………………………………………………………………………………………………………………………………… 4
    • Urgent Assistance …………………………………………………………………………………………………………………………………………………………………………….. 4
    1. What is Mental Health? ……………………………………………………………………………………………………………………………………………………………………… 5
    • 1.1 Understanding the mental health continuum …………………………………………………………………………………………………………………………………. 5
    • 1.2 Mental health conditions ………………………………………………………………………………………………………………………………………………………………. 6
      • Mood disorders, including: …………………………………………………………………………………………………………………………………………………………….. 6
      • Anxiety disorders, including: ………………………………………………………………………………………………………………………………………………………….. 6
      • Psychotic disorders, including: ……………………………………………………………………………………………………………………………………………………….. 6
    • 1.3 How do mental health conditions present in the workplace? ………………………………………………………………………………………………………………. 6
    • 1.4 Early Warning Signs …………………………………………………………………………………………………………………………………………………………………….. 7
    • 1.5 Incidents in the workplace …………………………………………………………………………………………………………………………………………………………….. 8
    • 1.6 What are the impacts of poor mental health in the workplace? …………………………………………………………………………………………………………… 8
    • 1.7 Avoiding bias, stereotypes and myths …………………………………………………………………………………………………………………………………………….. 8
    1. Your role as a manager …………………………………………………………………………………………………………………………………………………………………….. 9
    • 2.1 Creating a positive and supportive workplace culture ……………………………………………………………………………………………………………………. 11
    • 2.2 Balancing job demands with job control ……………………………………………………………………………………………………………………………………….. 11
    • 2.3 How to talk with a staff member about mental health ……………………………………………………………………………………………………………………… 12
      • Before you start: ……………………………………………………………………………………………………………………………………………………………………………. 12
      • Consider open questions ……………………………………………………………………………………………………………………………………………………………….. 12
      • Listen carefully: ……………………………………………………………………………………………………………………………………………………………………………. 13
      • Respond: ……………………………………………………………………………………………………………………………………………………………………………………… 13
      • Further information: ………………………………………………………………………………………………………………………………………………………………………. 14
    • 2.4 Staff disclosing a mental health condition ……………………………………………………………………………………………………………………………………… 14
    • 2.5 Managing performance ………………………………………………………………………………………………………………………………………………………………. 15
    1. Employees’ responsibilities in preventing poor mental health ……………………………………………………………………………………………………………… 15
    1. Pathways for support ………………………………………………………………………………………………………………………………………………………………………… 15
    • 4.1 Early interventions ……………………………………………………………………………………………………………………………………………………………………. 16

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  • 4.2 Return to work …………………………………………………………………………………………………………………………………………………………………………….. 16
  • 4.3 Workplace contact officers ……………………………………………………………………………………………………………………………………………………………. 16
  • 4.4 Self-care for managers …………………………………………………………………………………………………………………………………………………………………. 17
    1. Checklist …………………………………………………………………………………………………………………………………………………………………………………………. 17
    1. Quick reference to resources and supports ……………………………………………………………………………………………………………………………………….. 18
  • Appendix A – Document Control Page ………………………………………………………………………………………………………………………………………………….. 19
    • Document Control ……………………………………………………………………………………………………………………………………………………………………………. 19
    • Approval Status Log ………………………………………………………………………………………………………………………………………………………………………… 19
    • Revision History ……………………………………………………………………………………………………………………………………………………………………………… 19

Introduction

The National Disability Insurance Agency is committed to the physical and psychological health and wellbeing of all its people.

Our workplace plays a significant role in influencing our health and wellbeing. By creating a safe work environment and managing potential risks (such as high work demands, change, low levels of control and poor support) everyone feels safe and supported. Effective leaders know the value of committing to their people and integrating health and safety and wellbeing into everyday business. Team members who feel positive about their workplace environment and culture are less likely to experience work-related stress, psychological injury or to resign, and are more likely to perform better and undertake further learning.

This toolkit aims to provide practical information and advice regarding your role in supporting psychological health and wellbeing in the workplace. Mental health can be complex - it is important to interpret the advice in this toolkit according to the needs of the specific situation.

Message from the Chief People Officer, Hamish Aikman

Our people are critical to the delivery of the NDIS. Having a strong focus on the health and wellbeing of our staff ensures they are best placed to deliver and improve the Scheme for participants.

This toolkit has been developed to support you as managers to maintain that focus on health and wellbeing, and, in particular, on mental health.

In Australia, one in five people currently experience a mental health condition. Mental Health studies conducted by Gartneri and Superfriendii indicate:

  • 45 per cent of people have experienced stigma in their workplace
  • 60 per cent of people have never talked to anyone at work about their mental health status
  • 90 per cent of people have never heard their senior leaders share their own mental health experiences.

The aim is to provide a mentally healthy workplace for our people, where we commit to a culture of positive mental health. We want people to feel comfortable to speak openly about their mental health or mental health conditions without fear of discrimination or stigma.

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The Agency’s Executive Leadership Team is committed to fostering a positive and supportive work environment. As the Chief People Officer, I am responsible for ensuring we have appropriate supports in place. As managers, you are part of the support network for your team members, and it’s important you know how to support your people with mental health conditions.

Please also know that supports are available to you, and I encourage you to lead by example and access those supports if required.

Combined with our Health and Wellbeing initiatives, this document contributes to the Agency’s commitment to providing a positive, productive and safe workplace. It will equip and empower you with information to help you support your people, and drive an open and respectful culture.

I look forward to working with you to support the people who support our participants.

i Building trust, Belonging and Psychological Safety to boost mental health in the workplace presentation, Gartner 2020

ii Superfriend Indicators of a Thriving Workplace Survey, 2018 National Report

Audience and use of this toolkit

This toolkit is intended to be used as a supporting resource for managers. It is not intended to replace the advice and supports of mental health professionals. Managers should not provide clinical advice or diagnose staff.

This toolkit was developed for people managers and leaders in the NDIA. The aim of this toolkit is to summarise good practice and provide practical information and advice on psychological health and wellbeing and information on the support systems in place.

This toolkit will assist managers to:

  • Understand the mental health continuum
  • Understand types of mental health conditions
  • Identify early warning signs and impacts of poor mental health in the workplace
  • Gain the necessary knowledge to better manage psychosocial hazards and risks in the workplace (including home as a workplace)
  • Contribute to a positive and productive workplace culture
  • Provide guidance and practical steps to further support employees

Note: For the purpose of this document both mental illness and mental health conditions have been used interchangeably. They both refer to mental illness in any capacity and purpose.

This document is part of a broader suite of resources for leaders and staff to support good mental health at work. Visit Well+ to find out more.

Urgent Assistance

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If you or someone in your workplace is in crisis and immediate action is needed, contact the following for support:

  • Emergency services – 000
  • Lifeline – 13 11 14
  • Suicide Call Back Service – 1300 659 467
  • EAP (APS & Labour Hire employees) – 1300 360 364

All Work Health & Safety incidents, hazards and near misses must be reported through Speak Up.

1. What is Mental Health?

Everyone experiences mental health, just as they do physical health. Mental health is a state of wellness that impacts peoples’ ability to function productively in life and at work. It isn’t a fixed or static state, but moves back and forth across an individual’s personal range, and may change in response to events or stressors. However, the term is sometimes used as a substitute for mental health conditions including anxiety, depression and bipolar.

1.1 Understanding the mental health continuum

Mental health relates to the enjoyment of life, ability to cope with stress and sadness, the fulfilment of goals and potential, and a sense of connection to others. Like physical health, mental health is not fixed. Mental health exists on a continuum, or range, from excelling, positive, healthy functioning at one end through to severe symptoms of mental health conditions at the other.

[Image not converted to Markdown – “Continuum Arrow” – check the source PDF page for the actual content]

The Green The Yellow The Orange The Red
Feeling and coping well. May feel calm, content and self-motivated. Start to have difficulty coping. May feel overwhelmed, tired or nervous. May be struggling to cope, with symptoms increasing in severity and frequency. May feel irritable, apathetic or inadequate. Likely to experience severe symptoms, and may be at risk of self-harm or suicide. May feel unable to perform daily tasks, feel isolated or have extreme mood swings.

“Mental health conditions are very common. We know that one in five adults in Australia will experience a mental health difficulty such as depression, anxiety or a substance misuse disorder. Along with these frequently occurring mental health conditions, up to 3 % of the adult population will experience a severe mental health condition such as schizophrenia or

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bipolar disorder.” (Sourced from APSC Working Together: Promoting mental health and wellbeing at work (external)).

When someone has a mental health condition, it can impact on how they think, feel and behave. It may also impact on their physical health. Many people manage their mental health condition well and without it significantly affecting their work or life.

It is important to remember that people can’t just ‘switch off’ their illness when they are working. As a Manager, it is your role to support your people and ensure a safe environment where they can thrive, taking into account everyone’s individual needs.

1.2 Mental health conditions

The main groups of mental health conditions are:

Mood disorders, including:

  • Depression (may present as persistent sad mood, unmotivated, low energy, unable to find enjoyment, can also be Antenatal or Post-Natal or without a known precipitating event)
  • Bipolar disorder (characterized by depressive symptoms – lows – alternating with symptoms of mania – highs – including elation, buzzing with activity and ideas, extreme over-confidence).

Anxiety disorders, including:

  • Social anxiety (being terrified by what other people might think)
  • Panic disorder (bursts of extreme anxiety with a range of physical symptoms)
  • Agoraphobia (avoidance of situations and places that evoke fear of a panic attack)
  • Obsessive-compulsive disorder (excessive checking, washing, or other rituals)
  • Post-traumatic stress disorder (psychological distress following a traumatising event)
  • Generalised anxiety (excessive worry about many aspects of life).

Psychotic disorders, including:

  • Schizophrenia (characterized by distortions in thinking, perception, emotions, language, sense of self and behaviour).
  • Some depression or bipolar disorders (when people also have hallucinations or delusions associated with their lows or highs).

Treatment for mental health conditions can involve self-help therapy, medications and/or psychotherapy, depending on the condition and its severity. Most mental illnesses can be well managed to minimize symptoms. Early recognition of symptoms and appropriate treatment, supports the individual to function well in work and social environments.

For more information, SANE Australia factsheets and guides (external) provides easy-to-read, evidence-based information on mental health conditions, treatments and triggers.

1.3 How do mental health conditions present in the workplace?

Mental health conditions can present in many ways. The table below provides examples of this, in line with the mental health continuum. It is important to remember that these factors may also be present in other circumstances unrelated to mental illness, and therefore you shouldn’t assume that they are a symptom of the person’s mental health condition.

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The Green The Yellow The Orange The Red
* Easily concentrates
* Showing up to meetings on time
* Meeting deadlines
* Paying attention to detail
* Being sociable
* Engaging in meetings
* Performing consistently
* Respectful communication		 * Always looking tired
* Being distant during conversations
* Having difficulty managing tasks
* Easily distracted
* Running late more often
* Taking longer than usual to complete tasks
* Making simple errors in tasks		 * Experiencing unusual conflict with others
* Speaking about themselves in a derogatory way
* Being consistently negative
* Slower than normal paying regulatory expenses or employees’ wages
* Socially withdrawn
* A persistent change in mood
* Higher than usual unplanned leave		 * Impatient, irritable and becomes angry often
* Insomnia
* Rapid weight changes
* Withdrawn from colleagues, customers and clients
* Alcohol or drug misuse
* Disinterest in maintaining personal hygiene or appearance
* Not paying regulatory expenses or employees’ wages

1.4 Early Warning Signs

There are some early warning signs that an employee may be experiencing symptoms of a mental health condition. Having an open relationship and respectful relationship with your staff will help you to identify these signs:

  • Emotional responses and erratic behaviour – uncharacteristic behaviour which may have increased sensitivity, irritable, angry, teary or tense.
  • Obsession with some parts of the job, and neglect of others
  • Working longer or fewer hours than usual
  • Disengagement and low morale
  • Withdrawal behaviour including reduced participation in work activities
  • Increased unplanned absence
  • Increase in use of negative language and workplace conflict

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  • Physical symptoms such as appearing tired, headaches
  • Changes in physical appearance such as less attention to personal grooming.

1.5 Incidents in the workplace

The Agency is not immune to psychosocial injury so we need to take every measure to recognise the signs and prevent injury. Some examples of psychosocial hazards are mental stress, fatigue, bullying or remote/isolated working.

If anyone experiences a mental health incident or psychological harm in the workplace, it is vital all instances be reported by submitting a Speak Up incident report. Visit the Incident and hazard reporting intranet page for more information.

1.6 What are the impacts of poor mental health in the workplace?

Black Dog Institute (external) reports that mental health conditions are costing Australian businesses about $11 billion each year through absenteeism, reduced work performance, increased turnover rates and compensation claims.

When stress is high or prolonged, the risk of mental health conditions and medical problems increase. Long-term stress increases the risk of mental health problems such as anxiety, depression, substance use problems, sleep issues, pain on bodily complaints such as muscle tension. Overwhelming stress can turn into work-related psychological or physical injury.

The cost of failing to support those with mental health conditions can show up in;

  • Decreased morale of the team
  • Lowered productivity, e.g. Fewer participant plans being completed
  • Reduced quality of work e.g. More error in plans or work resulting in rework
  • High staff turnover e.g. Increased attrition rates resulting in continued skill development
  • Conflict e.g. Poor communication with colleagues or participants
  • Unscheduled absences including sick leave
  • Withdrawal and presenteeism e.g. producing a lower standard of work or arriving late/leaving early, missing lunch breaks or working long hours.

1.7 Avoiding bias, stereotypes and myths

There are many myths, biases, and negative stereotypes about mental health conditions. These can adversely impact a person with a mental health condition, such as experiences of discrimination, negative attitudes, or isolation and can be a reason staff may not disclose. By providing a supportive and inclusive workplace, without judgement, we are contributing to a workplace where everyone is treated with respect and dignity.

Some of the more common myths are:

  • Mental illness negatively impacts work performance: Organisations employing people with mental health conditions report good attendance and punctuality, as well as motivation, quality of work, and job tenure on par with or greater than other employees.
  • Once people develop a mental health condition they will never recover or recovery is not possible: There are very effective psychological and pharmacological

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improvements, appropriate management of illness and in some cases a complete recovery. ‘Recovery’ in this scenario refers both to a reduction or management of symptoms and an ability to live a fulfilling and productive life, including work.

  • There’s nothing I can do to help someone with a mental health condition: Support from others is one of the biggest factors in recovery for most people. Providing a flexible workplace and being an understanding leader contributes to a supportive and inclusive workplace culture that builds on people’s strengths and promotes good mental health- This encourages those with mental illness to thrive.
  • Mental illness is a form of weakness or people with mental health deserve blame for their conditions: Mental health conditions are a result of a complex mix of genetic vulnerability, life experiences, and current circumstances. Major stressors can be significant contributors in triggering mental health conditions. This is not a person being ‘weak’ and the same applies to addictions like alcoholism, gambling, or eating disorders. Anyone can develop a mental health condition at any time.
  • People with mental illness are dangerous and unpredictable: People with a mental health condition are very rarely dangerous or violent. It is much more likely that people with mental health conditions will be subject to violence rather than being violent themselves.
  • People with mental illness are incompetent: people with a mental health condition are no more likely to be incompetent than anyone with good mental health.

Further information:

2. Your role as a manager

Supportive and responsive managers understand the needs of employees and help break down the stigma and judgement surrounding mental illness. This doesn’t require specialist skills or knowledge—it can be sound people management practices such as effective communication, work design, performance management and provision of workplace adjustments.

It is important not to provide clinical advice or diagnose staff.

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Actions of supportive and responsive managers
Action Description
Model Lead by example, demonstrating the value of honest, open and respectful communication.
Communicate Sharing information on hazards and risks, giving your team an opportunity to express their views, raise issues, contribute to the decision-making process, take all views into account, and report back on outcomes. It is important to ensure privacy of those providing input is maintained.

Actively welcome conversations with your team and listen to their ideas and feedback. Even when busy with your own time pressures and deadlines, still acknowledge the team member and offer an alternative time or avenue for them to provide feedback or express concerns.
Privacy It is important to ensure privacy is maintained. Ensure a private space for conversations, ensuring that all parties to a conversations are aware of maintaining privacy not just those providing input.

Confidentiality of information should be maintained however there may be circumstances where it can’t be, such as an immediate risk to the staff member or someone else.
Respond Respond to your team/staff as promptly as possible and where planned, ensure you follow up actions agreed upon.
Recognise Recognise that mental illness is a workplace health and safety matter and must be taken seriously. Psychosocial hazards and incidents can be things like fatigue, mental stress, remote or isolated work but can also be witnessing aggression or violence at work. .
Balance Find the right balance. Managers need to ensure they have realistic expectations about what staff can achieve and how the working environment can support effective work practices. See more under Balancing job demands with job control.
Be open Use this information in this guide to approach a conversation with an open mind. Be receptive to new or different perspectives, ideas or information. Being open minded is necessary to think critically and rationally.
Empower Empower your team to see incidents and near misses as learning opportunities. Facilitate a supportive and open culture where everyone feels comfortable sharing their mistakes and lessons without fear of adverse action. Consider whether the design of work may be a contributing factor to repeated mistakes.

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Check in Schedule regular meetings to check in with the team and individual staff, whether face-to-face, over the phone or Skype, by email or another method. This will allow team members to feel a part of the overall process, acknowledged and raise issues as they arise. Regular check ins also apply to staff that are absent.
Recognition Not being adequately rewarded (e.g. wages, positive feedback, promotion, job security) for employee’s efforts increases the risk of mental health problems. Managers play an important role in balancing workplace effort with reward.

2.1 Creating a positive and supportive workplace culture

A positive workplace culture improves teamwork, raises morale, increases productivity and efficiency, and enhances retention. Job satisfaction, collaboration, and work performance are all enhanced.

It is important to have the capability to manage psychosocial risk, and create a positive and productive workplace culture.

A psychosocial hazard or work stressor is any occupational hazard related to the way work is designed, organized and managed, as well as the economic and social contexts of work. Unlike the other three categories of occupational hazard, they do not arise from a physical substance or object.

You will find variety of resources in the Leader’s Toolkit that will support you in creating a high performing team culture.

It is important to:

  • Help everyone understand how they contribute
  • Continue to develop your leadership skills
  • Make communication a priority.

Further information for fostering a positive and productive culture:

At the end of this document (page 18) you will find a checklist to guide to you ensure you are prioritising and supporting a mentally healthy workplace.

2.2 Balancing job demands with job control

Stress in the workplace increases the risk of poor mental health. It can be prevented by making sure job demands are balanced with the resources required to do the job well, and by providing employees with genuine control over their work.

Managers and supervisors should promote job control by:

  • Allowing an appropriate amount of self-managed workload

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  • Allowing employees to choose when breaks can be taken, where possible
  • Empowering people to voice challenges and concerns
  • Including staff in decision making and doing so as early as possible
  • Providing opportunity to discuss aspects of their role that may cause conflict between professional demands and personal beliefs
  • Allowing employees to explore internal positions that may better suit their skills and style, when appropriate
  • Providing ongoing training opportunities for staff, including at times of change or when new policies are introduced
  • Encouraging employees to set work-related goals that provide a sense of purpose and meaning in their work.

Where job demands are excessive, managers and supervisors should identify ways of moderating employee workloads. This can be done by:

  • Clarifying roles and responsibilities
  • Ensuring manageable workloads and performance targets
  • Encouraging appropriate breaks from work
  • Allowing flexibility in working arrangements.

2.3 How to talk with a staff member about mental health

A conversation can make a difference in helping someone feel supported. It’s common to feel unsure about how to talk about mental illness, or to worry about saying the wrong thing. Don’t underestimate the importance of just ‘being there’.

Before you start:

Take some time beforehand to understand the supports available from the Agency and externally.

Consider the most appropriate time and place for you and the person. Find somewhere private where the person will feel comfortable. Be sure you are really present, turn off your phone and allow for the discussion to go longer or shorter than expected.

  • There’s no one right way to have a conversation – the main thing is to be thoughtful and genuine.
  • You don’t need to have all the answers – it’s about having the conversation and the support you offer by talking.
  • If what you say doesn’t sound quite right, stop and try again. It doesn’t have to be the end of the conversation.
  • If they don’t want to have a discussion, respect their choice, but leave the door open for another conversation at another time. Just by showing support and offering to talk, you can make a difference

Consider open questions

Beyond Blue has developed useful phrases to have a conversation with someone who may be experiencing mental illness.

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  • I’ve noticed that you haven’t seemed yourself lately – is everything OK?
  • I’ve noticed that you’re not going out much with us at the moment, is there anything going on you’d like to talk about?
  • Would you like to talk with me about what’s happened? I’m worried about you.
  • OK, but you know you can talk to me if you ever need to.
  • How would you describe your overall wellbeing levels when you’re at work?
  • Do you feel like you can talk to someone or ask for help at work?
  • How would you describe your interpersonal relationships with co-workers?
  • How would you describe your work-life balance?

Listen carefully:

  • Remember that this is their story, so don’t try to guess how it plays out. Instead, listen and ask questions.
  • Be aware of your body language. Try to maintain eye contact and sit in a relaxed position to show you are listening.
  • Use reflective listening to repeat back your understanding of what they have said and make sure it’s accurate.

Respond:

Think about the best way to respond. You can’t fix things, but you can help them find the right supports.

  • You might decide that today you’re just there to listen and offer support or discuss options for support and finish the meeting with a plan or next steps
  • Talk about it again another time
  • Keep checking in with them
  • Reassure them that you’ll respect their privacy
  • Gain an understanding of what they need now and ask what you can do to help

Further information:

If a person is at immediate risk of suicide or self-harm

Always take the person and their behaviour or comments seriously.

Advise the person that suicidal ideation or self-harm are taken seriously and that you may need to refer them to someone who is more appropriately trained or qualified to provide assistance. Ensure that you inform the person that you have a duty of care to ensure they are safe and have appropriate support.

Within the workplace

  1. Where possible, ask another staff member to accompany you to a private space in the office, with the person. You should explain that you are doing this to ensure everyone’s safety, or in case you need to leave the room. You could ask them if they want to bring someone with them.
  2. Take the person to a safe place; remove any objects of potential harm.

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  1. Do not leave the person alone, unless you are concerned for your safety in which case, call Security or emergency services on 000.
  2. Support the person to leave the office in a dignified manner either into the care of a medical practitioner, family or trusted friend.

In a virtual environment

  1. If you are talking to a person via Skype, email, MS Teams or on the phone, try to identify their location, and whether there’s anyone with them that could provide support.
  2. Try and identify what’s around them, including whether there is anything they have access to that would aid in carrying out self-harm or a suicide plan, as you may need to consider how to minimise or remove access.
  3. Ask the person whether they’ve taken anything that could be harmful, such as a substance, to check for signs of an overdose.
  4. Keep the person engaged in the conversation. If you can, try to contact a Manager (via text, Skype etc.) and ask them to call 000, while you remain in conversation with the person. This is especially important if someone has overdosed as you want to try and keep them conscious.
  5. Call emergency services on 000, they will attend the person’s location.

Further information:

2.4 Staff disclosing a mental health condition

Like any other health or personal issue, an employee makes a choice about talking with their manager about their mental health. Employees are not required to disclose any mental health information.

If a staff member chooses to disclose a mental health condition, you must respond appropriately. Disclosure can be a difficult choice for a person to make. It is a personal decision that depends on the circumstances, the context, how the illness is being managed and how comfortable the employee feels about discussing their individual health.

Many managers feel apprehensive about talking to staff about their mental health and do nothing; this can lead to an employee feeling unsupported and devalued, and may further impact their wellbeing or workplace culture. As a manager, you have a duty of care to support your staff member and put strategies in place so they can perform their duties.

If barriers are identified that are likely to affect the person from undertaking the inherent requirements of their role then you should also consider whether there are any workplace adjustments that may be implemented. Read the Workplace Adjustments Policy for further information or contact the People and Culture Service Desk (external).

Set up a management plan on how to support them when they are unwell. The plan should include information about signs that indicate the person is becoming unwell and emergency contacts, for example a relative, GP or close friend as well as other practical arrangements. It is important that you protect staff privacy and have their consent before discussing their personal information with other parties.

If you need further guidance to support staff with their mental health in the workplace, you can contact:

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  • Workplace Support and Disability Engagement Team
  • The TELUS Health Manager Hotline.

2.5 Managing performance

Managing underperformance linked to mental health conditions can be one of the most complex and difficult situations a manager can face. Clear expectations of roles, responsibilities, provision of support, as well as regular informal feedback on performance, help to create good relationships and a healthy performance management culture.

As a manager you may, as part of a discussion about performance, ask an employee whether there is anything affecting their work. You can suggest the staff member consider if personal or health issues are affecting their work but need to be cautious of not assuming the individual has a mental health condition. If they have disclosed a mental health condition it is also important not to predetermine that any change to their work performance is a direct result of their mental health condition.

It is appropriate to mention that the Agency can support staff through our various programs if personal or health issues are affecting their work. If the employee does disclose they have a mental health condition during these discussions, it’s important to work with them to put strategies in place to enable them to perform their work.

It is important to remember that having a mental health condition does not exclude an employee from being performance managed.

For more information contact your HR Business Partner in the first instance or email People and Culture Service Desk

3. Employees’ responsibilities in preventing poor mental health

In addition to the role the Agency has to protect employee mental health, employees also need to take responsibility for their mental health by:

  • recognising that they have a responsibility to promote their own mental health and wellbeing and take action to protect against mental health problems
  • looking after their own health by exercising, eating a healthy diet, engaging in relaxing activities, and not smoking or abusing alcohol
  • maintaining a balance between work and other aspects of their life by engaging in enjoyable activities, self-care behaviours and social engagement with family and friends

It is essential that employees engage in mentally healthy practices in the workplace such as:

  • taking breaks they are entitled to and maintaining specific hours of work
  • asking for help with their workload if needed
  • attending all training designed to undertake their role more effectively
  • actively being involved in discussions or stress risk assessments, or completing surveys
  • attending any mental health and stress management training courses arranged by the Agency
  • being considerate of employees and participants and;
  • taking action on interpersonal problems, identifying and avoiding known stressors, proactively addressing problems and seeking professional help where required.

4. Pathways for support

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4.1 Early interventions

The earlier we can identify when a staff member is exhibiting signs or symptoms of a mental health condition, the sooner steps can be taken to provide support and prevent a psychological injury.

Staff members engaging in early intervention steps can improve outcomes. It is important to ensure a transparent process of appropriate support, mutual decision making, and an understanding of internal and external supports available and importantly, ensure the staff member has enough information available to them to understand the benefits of early intervention.

Early intervention has better outcomes when it involves taking action to alter the work design and management. Some actions we can use to minimise risk to our team members could be:

  • Investigate workload complaints and follow through
  • Recognise early warning signs of work and non-work related stress and follow up on concerns/observations
  • Provide information and contact details for Peer Support Contact Officers (PSCO) and Employee Networks, Health and Safety Representatives (HSR) and Employee Assistance Programs (EAP)
  • Ensure clear policies on workplace behaviour and effective procedures for the management of complaints are available, communicated and visible
  • Manage and/or support employees with a work-related and non-work-related psychological injury
  • Early intervention should occur regardless of whether a workers’ compensation claim is likely to be made
  • In some cases, early intervention involves providing access to professional mental health services such as independent professional counsellors.

Further information:

4.2 Return to work

Having a mental health condition doesn’t mean an employee will have or must have time off work, they may just need additional support or workplace adjustments or may only need a manager or peers to be aware of symptoms and triggers.

If an employee does require time off it is important to maintain contact to provide an inclusive work environment. This contact also helps to maintain the workplace connection which aligns with supporting positive recovery outcomes.

Managers are responsible for the health, wellbeing and safety of their staff and the Agency has relevant processes in place to support you. For further information refer to the;

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4.3 Workplace contact officers

The Agency contact officers are located across all sites and can provide support for you or your team. All contact officers have completed appropriate training to undertake their roles.

The NDIA Work Health and Safety Management System defines the following contact officer roles:

  • Health and Safety Representative (HSR)
  • Warden
  • First Aid Officer (FAO)
  • Peer Support Contact Officer (PSCO)

Find out more on the Contact Officers intranet page.

Note: Ensure contact details for each of these support networks is visible in the workplace

4.4 Self-care for managers

It is important that you take time to look after your own wellbeing. Taking care of your own physical and psychological well-being is important and sets a positive example. Consider the following strategies:

  • Your Employee Assistance Program can provide people leader’s proactive support to work through workplace issues or challenges.
  • Engage in regular catch-ups with your own manager or a trusted, experienced colleague or mentor to debrief/consult
  • Delegate tasks to your staff where appropriate
  • Attend professional development programs on leadership and management
  • Have a lunch break and step outside the office each day
  • Avoid working long hours every day of every week
  • Learn to recognise your own warning signs of stress and pause for self-care and to re-set
  • If you are experiencing mental illness, you need to take extra care of yourself. Monitor your own wellbeing and any triggers.

Further information:

Use this checklist to ensure you are taking all measures to prevent psychosocial harm, creating a workplace culture that is positive and productive.

Question Resource Yes/No
Am I providing my team with access to information and support to optimise their health and wellbeing? * Well+
* Leader’s toolkit

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Question Resource Yes/No
* Employee Assistance Programs
Do all members of my team understand their role and how this links to the vision and goals of the Agency? * My Agency Experience
* Corporate Plan
* APS Values and Code of Conduct (external)
Am I considering work/life balance when looking at our business outcomes? Are the roles in my team a good balance of challenging, but achievable? Have I structured our Check-ins to focus on meaningful conversations, including wellbeing? Would my team feel comfortable sharing with me? * NDIA Conversation Guide (DOCX 64.3KB)
* NDIA Performance Policy
* NDIA Performance Framework
* Mentor Program
Are people and wellbeing a focus of our team meetings? Am I building a positive and safe work culture? * Safety and wellbeing awareness – Mandatory training available on LEAP
Am I acting on physical and psychological health and safety matters where I have influence? Am I identifying hazards and risks arising from work and ways to eliminate or minimise risks? * Health, Safety and Wellbeing
* Incident and Hazard Reporting
How am I increasing the awareness of mental health and reducing stigma? Am I promoting awareness about the importance of mental health, stress management and self-care? * Well+
* Beyond Blue (external)
* Black Dog Institute (external)
* SANE Australia - Factshetss and guides (external)
Am I recognizing the efforts of my people? Am I fostering a culture of recognition? * NDIA Performance Policy
* Light Up - Celebrating Brilliance

5. Quick reference to resources and supports

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The following external specialist organisations have further information, publications and resources on mental health in the workplace:

Appendix A – Document Control Page

Document Control

Document No NDIA-WHS-GDL-004-V001-DRAFT
Mental Health Guide
HPRM Document No insert HPRM document number
Date 06/10/2020
Status DRAFT
Version 001
Document applicability National
Owner WHS and Wellbeing team

Approval Status Log

Version 3.0
Reviewed by Libby redacted: s47F - personal privacy
Endorsed by Edward redacted: s47F - personal privacy
Approved by Megan redacted: s47F - personal privacy
Approval date 10/03/2022

Revision History

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Revision 1 Date 12/2020 Sections All Summary of Changes Original
Revision 2 Date 08/2021 Sections All Summary of Changes Confirmed links and references.
Revision 3 Date 10/03/2022 Sections All Summary of Changes Changes to Performance Framework /Performance Policy

Note: Document uncontrolled in hardcopy

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