How to Recognise Early Warning Signs of Mental Health Problems in Employees
Introduction
Spotting the early warning signs of mental health problems in the workplace is crucial in offering support to employees and aiding their recovery. Just like many physical health problems, the earlier someone seeks support and treatment for mental health problems, the speedier and less complicated their recovery is likely to be.
But why is this skill so vital for the workplace? Well, if managers and colleagues are adept at spotting early warning signs, it means they can signpost people to appropriate support. Not only that, it means that managers can ensure that work is not going to make things worse for employees. They can put supportive strategies in place, such as reduced hours, or workload reduction, and avoid overloading employees who are struggling.
Line managers are in a prime position to be able to spot early warning signs of mental health problems in employees, even when working remotely. Yet due to a lack of manager mental health training, they often lack the skills and/or confidence to do so.
In this blog post, we will explore common signs of mental health problems and provide practical tips to help employers identify and address these issues effectively.
Change is the operative word!
The golden rule here is to be aware of changes in usual behaviour, appearance, or performance. Everybody is different and it is important not to pathologise behaviour that may just be part of somebody’s personality. For example, some of us are shy and quiet by nature; that doesn’t necessarily mean that something is wrong! If, however, someone who is usually the life and soul of the team party, or takes centre stage in meetings, is suddenly quiet and withdrawn, they may be struggling with something.
Behaviour
One of the main indicators of mental health problems in employees is a noticeable change in their behaviour. Whether working remotely, hybrid, or full time in the office, the following can usually be detected:
Withdrawal and isolation: Employees who typically engage in meetings or work social events but seem to have become socially withdrawn or have begun isolating themselves from their colleagues. This may mean not turning up to events, or attending but being uncharacteristically quiet.
Increased irritability or mood swings: If somebody is usually calm and level headed but begins exhibiting frequent or extreme mood swings, irritability, or uncharacteristic outbursts.
Decreased productivity: Showing a sudden decline in quality of work, or missing deadlines.
Changes in attendance and punctuality: Frequent absences from meetings, lots of unexplained sick leave, arriving late regularly.
Obvious emotional distress: Tearfulness, panic attacks, expressions of hopelessness, or sudden emotional sensitivity.
Unhealthy coping mechanisms: Increased intake of alcohol, or drug use. Taking up smoking/relapsing into previous addiction issues.
Physical signs
As well as changes in behaviour, people may often present with objective physical signs that they are struggling with their mental health. The following are common warning signs:
Persistent fatigue: Regularly appearing tired, or exhausted where there is no clear explanation. Zoning out regularly, or even falling asleep at work.
Noticeable changes in weight and/or appetite: Sudden significant weight loss or gain without a known cause can be an indication of mental health issues such as depression or an eating disorder.
Neglecting personal hygiene: A decline in personal care, an unkempt appearance, or generally poor hygiene habits.
Neglected workspace: An unusually cluttered or disorganised workspace that is out of character for that person.
Relationships
Mental health problems can also impact an employee's relationships with their co workers. The following are some examples that could indicate that an employee is struggling:
Conflict or tension: Arguments or getting easily annoyed and snappy with team members.
Decreased social engagement: Not attending social events, despite usually doing so.
Changes in communication: Increased defensiveness, avoidance of conversation, or difficulty expressing thoughts.
Avoidance of feedback or supervision: Avoiding feedback sessions, performance evaluations, or interactions with their manager. Often when people are struggling with their mental health and keeping it quiet due to stigma, they may feel a sense of shame and avoid interacting with their manager.
Next steps
According to Deloitte, 86% of people at work would think twice before offering to help a colleague whose mental health they were concerned about. This suggests a real lack of confidence in having sensitive conversations about mental health in the workplace. Upskilling managers in this area is often neglected, with only around 11% of managers actually having completed any mental health training for the workplace.
Being able to spot early warning signs is one thing, but it is vital to understand what to do next. This is where many people get stuck due to a lack of clear guidance. Below are some key actions and points for managers and organisations to consider.
Train, train, train! Workplace mental health training for managers is absolutely vital, not only in ensuring managers are equipped with the skills to spot early warning signs but also to have sensitive conversations and put support in place. Without the right training, this is so often a process that can go wrong. Often managers avoid sensitive conversations altogether because they lack the confidence to instigate them. In the absence of clear guidance, they can end up putting too much pressure on themselves to ‘solve the problem’ and come up with all of the magic answers to help cure the employee of their mental health problems. This of course results in managers becoming stressed and having their own mental health impacted. Occasionally they unknowingly blur boundaries where clear guidance and support are lacking for them because they feel they need to offer support to employees outside the scope of their role and end up becoming the employee's pseudo therapist - an unsafe situation for both parties. Training managers in workplace mental health helps them to develop key skills, understand their role and limitations when it comes to workplace mental health, signpost to appropriate support, and importantly protect their own wellbeing. This is one of the many reasons that workplace mental health training for managers is evidenced to be the most effective initiative for mental health in the workplace.
Signpost: It is not a manager's job to provide therapy for their employees, in fact, it would be dangerous to do so. Therapeutic intervention is not a simple process, it takes years of training and relies on things like clinical supervision structures and ongoing learning for mental health clinicians. There are real risks to both the employee and the manager when boundaries become blurred. Instead, managers and employees should be aware of relevant services for mental health support either within their company if available (an employee assistance program/therapy platform), or externally (such as knowing to suggest the person sees their GP or self refers for mental health support in the NHS). Organisations should familiarise all of their employees with their employee assistance program/therapy platform so that it is regularly pointed to when people are struggling. When an employee is struggling, managers should signpost them to the appropriate support - this is just one reason why an employee assistance program/therapy platform is such a valuable asset.
Supportive strategies:
When somebody is struggling, their manager should work with them to put supportive strategies in place. This may include things like; time off sick, a temporary reduction in workload, time off for mental health appointments, flexible working, or an increase in 1:1s. If somebody discloses a long term mental health condition, they are entitled to ‘reasonable adjustments’ as defined in The Equality Act. These ensure that those with long term mental health problems (which are classed as disabilities for the purposes of the act) are treated with equity in the workplace. The supportive strategies listed above may count as reasonable adjustments if the employee identifies them as necessary to meet their needs. Remember though, it is good practice to offer supportive strategies to people who are struggling regardless of whether they meet the legal threshold for reasonable adjustments. Doing so may aid a speedy recovery and minimise the risk of their mental health problems becoming worse.
Root causes
It is vital for managers and organisations to consider workplace root causes of stress that may have led, or may lead, to employees struggling with poor mental health. Of course, even in a utopia of a workplace people will still struggle with their mental health; we all have outside lives and there are many other factors that contribute to mental health other than work. But considering root causes of workplace stress can also minimise the risk that those who are struggling won’t have their problems exacerbated by work. Regularly assessing workplace stressors and working to minimise these are absolutely fundamental to workplace mental health. Assessing things like workloads, working hours and patterns, team culture, managing change, autonomy, and support are fundamental. Prevention really is key in helping to create a mentally healthy working culture.
Conclusion
Recognising early warning signs of mental health issues among employees is crucial for creating a supportive work environment. By being attentive to changes in behaviour, physical signs, and relationships, employers and managers can identify potential mental health challenges early on.
It is also vital that managers are equipped with the skills to do this, as well as to act upon concerns by having sensitive conversations, putting support in place, maintaining healthy interpersonal boundaries, and preventing exacerbation of poor mental health. Workplace mental health training for managers is an integral part of any workplace mental health strategy. Without upskilling managers, who are in a key role for both spotting early warning signs and supporting employees, it is unlikely this will be done consistently.