Manager's desk guide for well being in the workplace

Manager’sdesk guidefor workplace mental wellbeing

Man

ager’s d

esk gu

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rkplace m

ental w

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Helping people make the most of their lives

Produced by Suffolk Mental Health Partnership NHS Trust

Suffolk Business MindedFoundation Trust OfficeSt ClementsFoxhall RoadIpswichSuffolkIP3 8LS

telephone: 01473 329000email: [email protected] web: www.ifyouknew.co.uk

Graphic design by Suffolk Support Services, SMHPT © 2010 SMHPT. Ref: Comms/0263.

2 | Manager’s desk guide

If you are concerned about a colleague in distress…

Samaritans: 0845 790 9090A 24-hour confidential telephone servicehttp://www.samaritans.org.uk/

MindinfoLine: 0845 766 0163Monday to Friday 9.00am - 5.00pmhttp://www.mind.org.uk/

NHS Direct: 0845 464724hr National helpline providing medical advice.http://www.nhsdirect.nhs.uk/

Saneline: 0845 767 8000Out of hours telephone help line.Opening hours: 12noon to 2amhttp://www.sane.org.uk/

Suffolk Business Minded would like to thank the following for all theirsupport and contributions to the ‘Suffolk Business Minded Initiative’

and ‘Manager’s Desk Guide’:

Suffolk and Bury Chambers of Commerce

Nigel George - George & Co. Solicitors

Judith Howard-Rees - Gipping Occupational Health

Clare Whight & Sharon Foster - SOS HR

Valerie Beresford - Workwise

Lesley Bailey - InterAct

Kent Austin - Copywriter

Robert Nesbitt - SMHPT

Gabriel Tamaya - SMHPT

Every effort has been made to ensure the accuracy of this guide, but it is not a substitutefor professional advice and no responsibility can be taken for any errors.

We’ve got a problem

A good manager’s guide

I need more information

1

2

3


Who is this guide for?

The Manager’s Desk Guide is designed to be used by line managers, team leaders and anyone who manages staff.

For new managers, we hope this book will help you make a good startin supporting your team to achieve greater productivity.

Your team look to you to set the culture of ‘the way we do things round here’. This isn’t about having big ideas. It’s about the hundreds of small things you do every day that set the right culture – giving people honest feedback, praise, thanks, and setting a good example by the courtesy you show to customers and colleagues.

For experienced managers, we hope the guide will provide a useful refresher. The law and business practice have changed significantly in the last decade. This guide may help you to stay on top.

How to use this guide

There are three sections each with a different purpose.

1. A good manager’s guide. Day to day tips and guidance to manage stress in your workplace.

2. We’ve got a problem A go-to guide for when you need help now.

3. I need some more information. Facts and resources at your fingertips.

A goodmanager’s

guide1

In this section… 1.1 Right person – right job

1.2 Right culture

1.3 Right side of the law

1.4 Right approach to managing sickness

Day to day tips and guidance to manage stress in your workplace.

1.1 Right person – Right jobIt sounds obvious, but if you recruit the wrong person for any job you’regoing to have a big problem further down the line. So is the employeewho you have put in that position. But when managers are underpressure they sometimes cut corners on planning – and this includesplanning job design and recruitment. This is a false economy.

The first step to designing stress out of your job is to plan recruitment properly.

1.1.1 The Job Description and Person Specification

Janet was great. In the end she almost ran the entire office! No wonder she left... We just need to find another Janet. I’ll put anadvert in the paper next week....

Start with the Job Description [JD] as this sets out what the job is thereto do. Then work on the Person Specification [PS] as this describes theminimum knowledge and skills of the person who can do that job.

• Jobs change over time. Reviewing the JD and PS is an opportunity tobe creative and to make your team more efficient.

• Ask for input from your team – they know what works and what doesn’t.

• Distinguish between essential and desirable requirements for the job. Focus on what needs to be achieved.

• Ensure that you identify the mental or emotional elements specific tothe job, and outline the abilities necessary to meet set work schedules and targets.


• Enable adjustments to be made to accommodate people with a mental health problem or any disability.

• Plan ahead. If your PS needs someone who can type, then you may want to put some time into the interview schedule for a typing test.

• Do a reality check. It can be very tempting to put everything into a JD that other people don’t want to do, or no-one can do well. Have you ended up with a JD for someone with super-human powers?! Does the PS match the JD? Why does the receptionist need to have a PhD?

1.1.2 Short-listing applications

Bear in mind that you might need your paperwork later to show thatyou followed a fair process if you are challenged. Keeping goodrecruitment records is a basic management competency. It’s surprisinghow often it is overlooked even by experienced managers.

Manager’s desk guide | 7

Do Ideally use two people when short-listing

Include and train line managers

Use a simple scoring system independently of one another

Short-list against the criteria on the person specification

Finalise the short list by comparing and discussing results

Don’t Don’t discriminate on grounds of sex, age, religion, race, gender, sexual orientation or disability

Only use information the candidate has given on their application form

Don’t take up references prior to interview

If the candidate is known to you, don’t go on previous knowledge,hearsay or recommendation from colleagues – make your own judgment

Toolkit – Short-listing

“They didn’t smile once and they didn’t make eye contact. If that’s

how they treat their staff, how do they treat their custom

ers? If I do

get the offer I’ll only take it because I’m desperate, and then see

what else I can go for.”

1.1.3 The interview

You want the best person for the job, so you need each candidate to beable to give their best performance at interview. Try to create the rightatmosphere from the start so that candidates feel they can talk openly;you will then be in a better position to assess their skills.

Remember, every candidate will talk about you and your companyafterwards to their colleagues and friends. They’re doing yourmarketing for you. So what do you want them to say?

“I really hope I get this job – they’re friendly, very well-organised and really seem to want their staff to do well. Even if I don’t get this job I’ll try again. It’s a great company.”

Or



Do Consider any reasonable adjustments, e.g. venue, access, time, equipment

Give the candidates as much notice as possible

Provide any details of tests or presentations in advance

Ask all candidates the same questions, which should be relevant to the job

Agree the questions before interviewing commences

Make notes about the candidate’s responses

Score each person individually based upon the selection criteria

Let the candidate do around 80% of the talking

If possible, include the line manager of the post and an HR practitioner. An ideal panel size is 2-3 people

Don’t Talk too much or over the candidate

Make the candidate feel intimidated or uncomfortable

Ask closed/leading questions

Ask personal questions which are not relevant to the role

Allow yourself to be interrupted during the interview

Write inappropriate comments on the scoring sheet

Promise something you can’t deliver

Toolkit – Interview

1.2 Right culture Culture is one of those elusive things... you can spot a good workingenvironment within hours or even minutes of being in the team, butthere is no single recipe for creating a healthy, productive andrewarding work environment.

There is, however, a lot that you can do as a manager to make adifference.

Successful organisations have low sickness rates, high productivity, andstaff members who feel that they make a difference and matter. Failingorganisations have stressed out staff, poor morale, and high sicknessand turnover. Where would you prefer to work? It makes good business

sense to promote mental well-being.

A healthy workforce is a productiveworkforce. Healthy working environmentsreduce employee absence through sicknessand stress, and help attract and retain thebest people.

The CBI estimates that in 2008 175 millionworking days were lost, at a cost of £13billion. Simple measures to prevent andmanage ill-health can reduce absenteeism andmake a significant impact on productivity andcompetitive edge.

Employees who feel cared for are moresatisfied and perform better, thereby reducingstaff turnover and increasing productivity.Being known as an organisation that caresabout staff enhances your reputation and canhelp attract staff and customers.


“A Policy on Positive

Mental Health and

Wellbeing is a priority...

All Employers have both a

legal responsibility and a

duty of care to look after and

safeguard the health, safety

and welfare of their employees.

SOS-HR recommend all em-

ployers to have a robust Health,

Safety and Welfare Policy

which will include looking

after the mental health and

well-being issues whilst they

are at work. This policy should

provide a working

environment where hazards to

health are identified, assessed

and removed or reduced and

will ensure that staff who

have, or have had, symptoms

of mental ill health are treated

responsibly and in an

understanding manner.”

Clare Whight,

Director of SOS HR

Conversely, failure to invest in health and mental wellbeing of workersis proven to have a widespread detrimental effect on a business’s abilityto compete.

1.2.1 “Let’s talk about... stress”

Stress has been talked about so much that the word has almost lost anymeaning. Getting the right culture doesn’t mean eliminating stress.

We need some stress and at the right levels it can be motivating andeven exhilarating. But organisations, teams, and people with chronicout-of-control stress are headed for failure.

So, it’s important for all managers to understand this muchmisunderstood and over-used word.

And if you feel yourself glazing-over at this point, remember thatignoring stress is one of the causes of the problem!


Signs and symptoms in your team

• Low staff morale and jobsatisfaction

• High levels of staff sickness absence

• High staff turnover

Bad for business... and bad for yourreputation as an effective manager

• Poor financial performance• Loss of productivity• Drop in sales • Decreased customer satisfaction• Low client retention• High level of litigation

1.2.2 Recognising ‘bad’ stress

It can be easy to assume that your colleague is simply an aggressive,bad-tempered control freak. Perhaps they are. But perhaps they arereacting to stress at home, or at work.

One in six people report ‘very high’ or ‘extremely high’ levels of stress atwork. Yet stress can be easily reduced by making straightforwardadjustments in management practice.

Looking at possible symptoms...

If you identify the symptoms of stress in an employee, it is importantthat you take action to address the caus e. Find out about your legalresponsibilities in 1.3.


• Irritability • Frustration • Aggression • Poor concentration • Inability to make

decisions • Tearfulness • Frequent absence • Working excessive

hours• Excessive tiredness

and insomnia • Loss of appetite and

eating disorders

• Headaches, aching limbs, abdominal pains, raised blood pressure, etc

• Loss of control and self-determination

• Psychological distress, including panic attacks, irritability, poor concentration, mood swings, etc

• Behaviours which are‘out of character’. For

example, poor work performance, emotional outbursts, disputes with work colleagues and family, self-medicating with alcohol or drugs

• Poor insight: denialof a problem, avoiding issues, ‘bottling-up’ feelings, reluctanceto seek help

Many of the symptoms are similar tothose that people experience whenthey are under normal levels ofpressure. The principal difference is in the severity and duration of thesymptoms and the impact they haveon an employee’s everyday life.

Excessive levels of stress can lead toother mental health problems such as anxiety and depression.

1.2.3 Policy into practice

A policy won’t create a culture, but it’s more difficult to create the rightculture without good policies.

If your firm is too small to have an HR department, consider buying-inHR expertise to help you design your policies, train your staff and planyour future. Successful organisations see HR as part of organisationaldevelopment, not as a break-down recovery vehicle.

It is important to consider health when drafting all employment-relatedpolicies. Good policies, well-implemented, can help reduce the risks ofillness and promote a speedy return to work after illness. They protectyou as a manager and they protect staff.

In addition to policies, overleaf are some tried and tested tips fromexperienced managers.


“Exposure to prolongedstress will increase the riskof serious mental health problems, including depression and disabling anxiety conditions, as well as alcohol misuse.”

Dr. Penny Gray, The Mental Health Foundation

Do Make it your habit to always acknowledge an individual’s contribution

Communicate with employees to make them aware of the issues that might have an impact on their well-being

Train your managers to be confident in dealing with sickness absence and return to work planning

Support staff to remain in or quickly return to work when theydevelop health problems or disabilities. e.g. by changing working patterns or making workplace adjustments

Provide adequate training and support and ensure that employees aren’t working excessive hours

Invest in improving the health and well-being of your staff - e.g. good occupational health support, promote healthy living - this doesn’t need to be costly

Review and implement health, well-being and sickness absence policies and practices on a regular basis

Don’t Tolerate bullying. It is your responsibility to ensure that staffare not bullied or harassed on any account.

Encourage a negative or ‘blame’ culture in order to drive people to perform

Make employees feel afraid to ask for help if they have any questions or problems

Allow staff to stagnate in a repetitive job role - encourage them to learn a new skill. Boredom and difficult working relationships can lead to harmful stress levels

Overwork staff or expect them towork unreasonably long shifts – encourage regular breaks

Operate rigid working hours - flexible working hours enable employees to balance the demands of home life with work,and are proven to improve staff retention and productivity

Toolkit – Stress-busting


Tell an employee,

“If you can’t stand the heat get out of the kitchen”

Don’t be surprised if your employee’s first port of call is

a solicitor. – Nigel George, Director of George and Co. Solicitors.

Employers and managers should be able to recognise and understand when a person is feeling unwell or needing additionalemotional support.

Early intervention is crucial, and there are legal implications if theappropriate actions are not taken. It is therefore important that you have in place a Human Resource Management Policy whichincorporates training programmes to cover health, safety and first aid.

1.2.4 Occupational health practitioners – practical help for managers

The role of occupational healthpractitioners (OH practitioners) is to assistthe employer and support workers withhealth issues, including mental health.

They are qualified to make an assessmentof risks and needs and provide advice tothe employer on how best to support aworker who is experiencing healthproblems. This may include adjustments to a job role, working hours, time off toaccess NHS support services or engaging peer support, etc.

An occupational health assessment explores, in confidence, the issuesthat are concerning the employee, while taking into account anyconcerns which the employer may have about health, behaviour,attendance and safe performance.


“Your employees are yourgreatest asset – select themcarefully, look after them well and working for you and your business will be mutually beneficial andwithin the law.”

Judith Howard-Rees, Director of Gipping Occuptional Health

16 | Managers’ desk guide


OH practitioners are also able to deliver personal advice to employeesabout accessing NHS community care services and, if necessary, the OH Practitioner can liaise with the person’s GP.

An OH practitioner can assist and advise your business in thefollowing areas:

Prevention and removal of health risks • Risk assessments - including workplace risk assessment and for display

screen equipment/computer users to help you meet your legislative requirements

• Immunisation against work-related infectious diseases, e.g. hepatitis B

Screening and surveillance • Pre-employment health screening • Health screening for specific job roles, including food handlers, drivers

and night workers • Workplace protection screening - e.g. lead, asbestos and vibrating tools • Health screening programmes to help you meet your legislative

responsibilities – e.g. noise, fumes, dust, etc.

Independent and professional advice on staff unable to work due to health reasons• Referral to specialist nurses and doctors to assess the health of your

staff following illness • Written health reports following referral to help you manage absent

staff, including advice relating to rehabilitation and adjustments to the job or workplace to help staff return to work

Lifestyle and wellbeing• Well-person health screening and other work-related health promotion

initiatives – e.g. diet, exercise, mental health, etc.• Counselling support for staff experiencing work-related or

personal difficulties

1.3 Right side of the lawAll companies have a duty in law toensure that their employees’ health isnot adversely affected by their work.Failure to assess the risk of stress andmental health problems and to takesteps to alleviate them could leave youopen to costly compensation claims.

As a manager, it is important that youhave an awareness of employment lawand how it works in practice. This willenable you to identify potential problems before they become unmanageable, implement good employmentpractices and reduce the incidence of employment tribunal claims.

Fortunately, most problems can be solved easily and inexpensively bygood management practice, and will ultimately be of wider benefit forthe business as a whole.

1.3.1 It’s the law

The main areas of legislation that apply to stress and mental healthproblems in the workplace are:

• The Health and Safety at Work Act 1974This act imposes a duty on every employer to ensure, as far as reasonably practicable, the health, safety and welfare at work of all their employees. This includes mental health.

• Management of Health and Safety at Work Regulations (1999)Employers have a duty to make a suitable and sufficient assessment of the risks to health and safety of employees and others affected by their work,


“To succeed in businessyou must not onlymanage your own stress but that of youremployees as well.”

Nigel George, Director of George&Co. solicitors


and to determine what measures should be taken to comply with HSW regulations. This may include psychological risks and putting in place preventative steps where a risk is known.

• Disability Discrimination Act 1995 & 2005 (DDA)The Disability Discrimination Act (DDA) generally defines a person as disabled if they have a physical or mental impairment that has a substantial and long-term adverse effect on a person’s ability to carry out normal day-to-day activities.

• Human Rights Act 1998 (HRA)Don’t believe everything you hear in the pub about the Human Rights Act!A full description is outside the scope of this guide, but there is a lot of easily accessible information online: www.justice.org.uk

1.3.2 Practical steps for obeying the law

Do Treat employees and job-seekers with mental health problems fairly and equally

Protect employees from victimisation and harassment

Make reasonable adjustmentsto accommodate a return to work or an ongoing illness. For examples of reasonable adjustments, go to 1.4.4

Don’t Discriminate against an employee on grounds of mental health. (For scenarios, go to the end of this section.)

Allow employees who have been diagnosed with conditions, such as schizophrenia, depression, etc, to suffer harassment or ridicule

Place any restrictions(however informally) on employing someone with a particular disability

Toolkit – Law


1.3.3 More you need to know about the DDA

The Disability Discrimination Act (DDA) generally defines a person asdisabled if they have a physical or mental impairment that has asubstantial and long-term adverse effect on a person’s ability to carryout normal day-to-day activities. ‘Normal’ means things that people doon a regular or daily basis, such as reading, writing, using thetelephone, having a conversation and travelling by public transport.

‘Long-term’ usually means the impairment should have lasted or beexpected to last at least a year. ‘Substantial’ means not minor or trivial.However, a mental disability may not always be obvious. The key thingis not the impairment but its effect on an employee’s ability to do the job.

What are "normal day-to-day activities"?


At least one of these areas must be substantiallyaffected:

1. Mobility 2. Manual dexterity 3. Physical co-ordination 4. Continence 5. Ability to lift, carry or move everyday objects 6. Speech, hearing or eyesight 7. Memory or ability to concentrate

1.3.4 Legal pitfalls that you can easily avoid


A colleague of an employee with mental health problems hasattended a tribunal hearing to give evidence, in good faith, tosupport a disability discrimination claim. After the hearing, theemployer brands the colleague ‘a troublemaker’ for givingevidence against the employer and withholds his bonus. This islikely to be viewed as VICTIMISATION.

An employee who has been diagnosed with schizophrenia hasbeen jokingly referred to by a colleague as being ‘a bit off thewall’. Whilst the colleague claims they intended no offence, thedisabled person feels that his remarks made her feel nervous abouther work environment. The conduct of the disabled person’scolleague is likely to amount to HARASSMENT.

One of your key employees has been off on long term sick leave,and is not showing signs of returning in the near future. You needsomeone functioning in the role full time and your businessworkload is increasing. You re-advertise the post of the absentemployee with a view to placing them in a different role as andwhen they make a return to work. Your actions are likely toamount to DISABILITY DISCRIMINATION.

1.4 Right approach to managing sickness absence

At some point in your career as a manager an employee will call in tosay that they’ve been signed off by the GP for stress or depression orsome other mental health problem.

This is one of those occasions where you can set the culture of yourteam – where you can help create a productive, healthy, environmentwhere staff feel valued and want to do a good job. Alternatively, if youhandle it badly you could have the opposite effect.

This section is intended to help you minimize the problems andmaximize the opportunities.

1.4.1 How to manage persistent absenteeism

If you are going to raise the issue of absence in a constructive way, anemployee needs to be able to trust you. So your first task is to reassurethem that your intention is not to reprimand but to seek positive waysof getting them back into healthy working.

If an employee is taking frequent short periods of sickness leavewithout any obvious reason, there may be an underlying mental healthproblem that should be discussed.



1.4.2 How to manage longer-term sickness absence

Many managers are reluctant to contact an employee who is off sick incase it is perceived as harassment. However, the evidence suggests thatpeople who have experienced mental distress view appropriate contactas a positive experience. This is a view supported by organisations thathave pioneered active absence management programmes.

Team members may want to send a ‘get well soon’ card. Ask your staffmember what they want the rest of the team to be told and respecttheir privacy, but also try to convey the message that there is no shamein mental ill-health.

The very act of staying in touch at an early stage can be more importantthan anything that is actually said, as it allows an employee to knowthey have not been forgotten, and that their problem isn’t in any way shameful.

Do Monitor any patterns of absence

Raise the issue as soon as possible

Be positive and supportive

Remain in regular contact withabsent employees at agreedintervals

Check how they are, by having an informal chat when they return to work

Ask questions in an open and exploratory way

Conduct a ‘return to work’ interview when someone returns

Don’t Ignore the issue

Be judgemental

Jump to conclusions before you have the facts

Toolkit – Persistent sickness


A lack of communication can cause an employee to feel that they arenot missed or valued. Regular contact reassures a person that they arestill part of the team and that their job is secure. It also gives theemployee the opportunity to update you on what is happening.

Do Communicate in an honest, matter-of-fact way, in the same way you would deal with someone with a physical health problem

Agree with the employee whenand how you will stay in touch

Inform the employee that theytoo have a responsibility to keepin contact

Consider a phased return towork, such as working half daysfor an agreed period

Review the employee’s jobdescription

Make any necessary ‘reasonable adjustments’ to the employee’s job description

Don’t Delegate any call from anemployee calling in sick.

Pressurise an employee intodivulging personal or medicalinformation. It is up to theindividual whether or not theydecide to enter into detail

Force the employee to set a datefor returning to work

Don’t make contact with theemployee’s GP unless anemployee gives their explicitpermission. Under nocircumstances should you seek tocontact their GP for help oradvice

Send visitors, get-well cards,flowers, etc, without asking theemployee first

Toolkit – Longer term sickness



Best practice

If your organisation has a formal absence policy, you will be able toagree with the employee how often contact should be made. Theemployee then has a right to expect that frequency of contact. Youshould inform the employee that they too have a responsibility to keepin contact.

If the employee does not contact you in the agreed way, you are withinyour rights under employment law to take the initiative and makecontact with them.

Never pressurise an employee to set a date for returning to work. Whensomeone is in distress it may be difficult for them to know exactly howlong recovery will take. Deadlines will only add to the pressure. In theevent of long-term sickness absence, a phased return to work may beappropriate, such as working half days for an agreed period.

As far as possible, someone with a mental health problem should betreated in exactly the same way as any other sickness absence. If yourorganisation employs occupational health professionals, it is their role,in normal circumstances, to deal with any health problems which mayaffect an employee’s ability to work, and to coordinate any reasonablejob adjustments that may be required to address the problem.

1.4.3 Helping people with long term conditions stay at work

People with mental health problems should be treated in exactly thesame way as any other employee, unless they ask for support ordemonstrate through their behaviour that they require help. In theevent that someone needs support, managers and employees shouldwork together to ensure that any reasonable long-term adjustments areflexible and meet the ongoing health needs of the employee.

The majority of people with ongoing mental health problems cancontinue to work successfully without or with only minimal support. The evidence in the workplace suggests that employees who havedeveloped a coping strategy for dealing with their illness are oftenbetter able to deal with pressure than people who have neverexperienced a mental health problem.


Do Arrange a return to workinterview

Provide an opportunity for bothyou and the employee to agreeon the best way to return to‘business as usual’

Depending on the circumstancesof the employee’s illness, you mayalso want to seek agreement onsuch factors as cutting down onwork or social activities, drinkingless alcohol, taking more exercise,eating a healthy diet and takingtime to relax, etc.

Don’tMake assumptions aboutpeople’s capabilities on the basisof their illness, including theirprospects for succession withinthe organisation and theduration of any sickness absencethey are likely to need

Toolkit – Return to work


Best practice

Review the employee’s performance, and agree on a plan which sets out the best way forward for their reintegration into the organisation.If appropriate, discuss a coping strategy for managing their ongoingillness, such as how you would deal with a possible relapse. What pre-emptive actions can you take to avoid it? In the event of a relapse,it is vital that you support the employee; minor and inexpensiveadjustments at this first early warning stage will often prevent a morecostly period of sickness absence.

In some circumstances it is helpful to draw up an ‘advance statement’.This sets out how an employee wishes to be treated if they becomeunwell. It can cover practical arrangements such as details of relatives,friends or healthcare professionals who should be contacted, as well as any treatment preferences. An advance statement might also include information on how to recognise signs that the employee isbecoming unwell.

1.4.4 Helping someone to return to work

When planning the return to work, it is important to discuss with theemployee any factors that contributed to their absence. Whereappropriate, involve other sources of support such as the employee’s GP,occupational health or HR. Be aware that if the employee is onmedication you will need to ensure that any side effects are consideredin relation their job role. This is especially important where health andsafety risks are involved.

Support and monitoring at the early stages of return will maximise thechances of success. Agree on any reasonable adjustments that need tobe made (in accordance with the Disability Discrimination Act (DDA))and how progress will be measured. Equally, be honest and up frontabout any factors that you cannot change.


Best practice

Be mindful that your organisation has an investment in the employee,and in most cases a structured return to work is more cost effective thanearly retirement - success is in everybody’s interest.

Returning to work - adjustments

Rarely is a person 100% fit when they return to work after an illness,whether physical or mental. In most cases, waiting for an employee tobecome fully fit before allowing them back is unrealistic; it artificiallyprolongs absences and may even compromise a person’s futureemployability.


Do Brief the employee on what’sbeen happening within theorganisation during theirabsence

Make sure you and the teammake the employee feelwelcomed back into the fold

Set achievable goals to enablethem to feel they are makingprogress

Take the time toacknowledge theirachievements and offerencouragement and feedback

If appropriate, makereasonable adjustments to anemployee’s job role

Don’t Overwhelm the employeewith an unrealistic workload. If a backlog of work has builtup in the employee’s absence,make sure it is managedsensitively

Make them feel they are aspecial case; this can causeresentment, both with theindividual and among theircolleagues

Toolkit – Back at work

A more practical approach is to ease the individual back into productiveemployment by making adjustments. To promote full recovery after anextended period of absence, it can be in both parties’ interest to makereasonable adjustments to an employee’s job role. Most changes thatneed to be made are straightforward, inexpensive and need only beshort term.

Some adjustments to consider

• A phased return to work: perhaps starting part-time and building up.

• Change aspects of the job that the employee finds especially stressful.

• Review their job role, and if necessary rearrange responsibilities.

• Identify any training and development needs that may be of benefit to the employee.

• Consider specific job requirements such as communication skills, time management, etc.

• Offer the option of working at home for part of the week.

• As for all medical problems, time off should be allowed for attending therapeutic sessions.

• Change shift patterns or consider different work options such as job-sharing.

• Introduce flexible working based on agreed performance outputs.

• Offer a later or earlier start to avoid rush hour travel.

• Consider the employee’s physical environment and how it may be improved.

• Create a quiet space where an employee can go if they are feelinganxious or stressed.

• Provide support with childcare.

“The majority of people with mental health problems make a successful return to work...”


In this section… 2.1 You think there’s an issue [but you’re not sure]

2.2 These things happen…

We’ve

problemgot

a

2

A go-to guide for when you need help now.


It’s better to talk...

This section provides advice on early-steps actions that should be takenif an employee experiences mental health problems.

Early action in identifying and addressing mental health problems canhelp prevent the employee becoming more unwell.

The longer you ignore someone who may be experiencing mentalhealth difficulties, the harder it is to address, and it could even result inthe person becoming more unwell.

Key points

If an employee is off sick, your involvement and reassurance at an earlystage will minimise the likelihood of their not returning to work orallowing the problem to escalate.

Regular contact, including appraisals and informal chats about progress,provide neutral, non-judgmental opportunities to identify any problemsan employee may be experiencing.

Don’t jump the conclusion that the employee needs time off from work.They may – but work is good for people’s mental and physical health, soit could be that lighter duties or flexible hours will be a win-win foreveryone.

If you feel unable to cope with the situation alone, consider seekingadditional support: for instance, from your occupational health orhuman resources department.


2.1 I think there’s a problem… but I’m not sure

As a manager, it’s part of your job to ask people how they are.

Don’t shy away from it. The chances are that if you think one of yourstaff has a problem, then you’re probably right. Don’t ignore your gutfeeling and ‘hope it will be ok’. Tackling issues early really is the bestapproach. If you’re wrong, then OK - it’s one less thing to worry about!

2.1.1 Options to consider

Do you take soundings from colleagues?

This can seem like a tempting option - but beware.

First of all, you don’t want to appear to talk behind people’s backs.Next, what will you do with the information you get uncover? If Marysays, “Well don’t say I said anything, but Dave is going through aterrible time with his partner – she sounds like an absolute nightmare…last weekend he came home early and found her...”

What are you going to say to Dave?

You might feel that you’re being sensitive to your team member’sfeelings, but are you being genuinely sensitive or simply evadingthe issue?

Pause for thought

• What has changed?• Has there been a change in behaviour or mood?• Why is it a concern?• When did it start?


2.1.2 One to one conversation

When was the last time you had a one to one conversation with themand asked them how they are? Make some time to talk but spend a fewminutes preparing your thoughts. Here are some tips:

2.2 These things happen…This guide is not intended to turn you into a therapist, a social workeror a psychologist. But we start from the position that we’re all humanand even in the best run organisation, people experience distress.

We can easily get embarrassed if someone bursts into tears, and if youhave ever experienced a panic attack you will know that they can befrightening. For these times, when faced with an acute problem atwork, this section will give you a starting place to gather your thoughtsand to help to start to make things better.

• Tell them that you’re concerned that they’re not themselves• Be prepared for “I’m fine” as a first response to raising the issue• Tell them exactly why you are concerned and ask their views• Ask open questions. E.g. “What’s the most stressful part of the job?”

not “Are you coping with the job?”• Empathise and summarise• Make a plan. Write it down with the employee• Make a time to review• Keep a record• A one to one conversation is usually the best solution• Don’t put it off!


2.2.1 Acute emotional distress

How to assess a situation where someone is in emotionaldistress

DoBe Cautious - Is the person inany immediate danger? Isanyone else in immediatedanger?

Evaluate - has somethinghappened to "trigger"distress or an emotionaloutburst?

Take note of the person’sappearance, behavior andconversation

Take note of a person’sarousal level: are theyagitated, restless?

Take note of behaviour. Arethey highly disturbed - e.g.bizarre or threatening?

Establish whether thinking orrecognition is impaired. If aperson is expressing unusualthoughts, appears to beunaware of their surroundingsor self control is not evidentthen the situation is potentiallyhigh risk. Seek immediatesupport

Don’t Panic – attempt to remaincalm. When you approach adistressed person, do soquietly and slowly

Take risks - if you feel unsafe,try talking calmly from a safedistance and summon helpimmediately

Toolkit – Situation assessment


How to help someone in a distressed condition

Typical scenario

Firstly, reassure them that it is OK to be upset and that you are listening.Very often the process of listening can provide an opportunity for bothyou and the employee to gain an insight into the problem and possibleways of dealing with it.

Due to their distressed state, the employee may not be able to thinkclearly, so try to be sensitive to the level of information they can copewith at any one time. Most importantly, you should reassure them thatyou will do all that you can to help and support them. Let them knowthat you are happy to continue with any discussion at a time and placewhich suits them.

Communicating with a person who is distressed

Key Points

• Find out the cause of their distress. Is it an ongoing issue or has it been triggered by a recent event?

• Ask open questions about the situation, for example: “How are you feeling?”“What can I do to help you?” “What is upsetting you?” “What can be done to put things right?”

• Ask them if there any problems outside work that they might like to talk about, if it would be helpful.

One of your employees has been showing increasing levels ofstress in the workplace, along with erratic behaviour and hasjust broken down in tears at their desk. What do you do?


• If the employee is happy to talk about it, discover whether they have any ongoing mental health problems that it would be helpful for you to know about. How may you and the organisation support them? Have they any coping strategies?

• If they have a medical condition, would it be helpful for you to know about?

• If they are on prescribed medication, are there any side-effects that you should be made aware of?

• Does the employee want to suggest any reasonable adjustments to their job role that may be helpful?

• If your organisation is able to offer support, for example with an Employee Assistance Programme (EAP), occupational health, counselling, etc, let the employee know that the resource exists for their benefit.

• Depending on the nature of their problem, ask them if they are aware of external sources of support such as counselling for relationships and bereavement, drugs, alcohol abuse, etc, or advice on legal or debt problems. (NB: a list of support organisations can be found at the end of this guide. Go to page 56).

• Agree what will happen next with the employee and who will take what action.

• Establish what the employee wishes their colleagues to be told and who will convey that information. Bear in mind that any inappropriate breach of confidentiality or misuse of this information might constitute discrimination under the Disability Discrimination Act (DDA).



2.2.2 How to help someone who is suffering from acute anxiety

DoIntroduce yourself and explainwhy you are present - speakcalmly and clearly

Remain courteous and non-threatening. Adopt a positiveand supportive approach, tellthem you understand theirperspective

Attempt to find out the cause ofthe problem

Listen to the person in a non-judgemental way

Clarify and address what theperson sees as the major issuesfirst

Ask them what would be helpfulto them right now

Encourage / assist person toreceive appropriate mentalhealth help [GP etc.]. Ask if thereare any problems outside workthe employee might like to talkabout

Keep an accurate record of allconversations, not only toprotect the employee and yourorganisation, but also todemonstrate that theappropriate actions have beencarried out in full

Consider the effects of thesituation upon the rest of theteam

Don’t Jump to conclusions

Tell them what they are saying isright or wrong

Demand information. Rememberthat you have no right todemand information, and youshould never put pressure on aperson to discuss their personallife

Insist that the employee talks toyou. Some people might find iteasier to talk to someone otherthan their manager

Feel under pressure to takeaction immediately. While it’sunderstandable, it is often betterto take some time to reflect onthe problem and consider youroptions

Be insensitive to the employee’simmediate needs. If appropriate,ask them if they would likesomeone of their choice to sitwith them

Divulge sensitive personalinformation to other members ofstaff without the expressedpermission of the employee

Toolkit – Acute distress


Anxiety

Anxiety is a very common emotional state and may occur in a widerange of circumstances, including exposure to stressful situations. Itarises when a person perceives that danger is imminent – whether realor perceived.

Acute anxiety – spotting the signs

Someone suffering from acute anxiety may also complain of feeling "on edge", restless, a sense of dread or foreboding, frightened, feelinginsecure or unsafe, fear of losing control, inability to focus on one thing.These feelings are often accompanied by physical symptoms such as:sweating, frequent urination, diarrhoea, nausea, vomiting, rapidheartbeat, headache, chest or abdominal discomfort or pain.

• Highly aroused, wide-eyed, agitated, tearful, wringing hands, pacing• Hysterical, screaming, yelling, frightened, frantic• Rapid breathing (hyperventilation)• Sweatiness• Rapid pulse• Body tremors


Panic attacks

If a person complains of shortness of breath, dizziness, faintness, hot or cold flushes, blurred vision and/or tingling fingers/feet, their anxiety may have developed into a panic attack. Seek immediatemedical assistance.

Toolkit – Panic attack

DoAttempt to identify theperceived threat or danger

Where possible and safe to doso, remove the perceivedthreat or danger

Ensure that the person feelssafe or protected from theperceived threat or danger

Where appropriate to do so,reassure the person that thedanger has passed or is beingdealt with

Help the person to regaincontrol

Encourage regular, evenbreathing (12 breaths perminute)

Once breathing is regulated,encourage the person to relaxand be calm

Encourage them to sit downwith their back to a wall, andhelp them to maintain aneven breathing pattern

Don’t Leave the person alone. Oncethe acute anxiety attack haspassed, ensure they aresupported by a familymember or friend and havesomewhere safe to go

Dismiss an anxiety attack as anisolated event. If an individualhas experienced sudden onsetof anxiety, a thoroughmedical assessment/ mentalstate evaluation is stronglyrecommended. Assist theindividual to obtain medicalattention as soon aspracticable


2.2.3 How to help someone who is experiencing depression

Depression is a common mental health condition. It causes both physicaland psychological symptoms and can have a profound effect on aperson’s normal ability to function. The consequences of depression areoften experienced by more people than just the sufferer. Families,friends and work colleagues can all be affected.

The symptoms of depression can include feelings of worthlessness orguilt, loss of interest and motivation, helplessness, anxiety and difficultyconcentrating. Physical symptoms can include insomnia and fluctuatingappetite for food. In some cases the sense of bleakness can become sooverwhelming that the sufferer feels suicidal.

Depression – spotting the signs

• Generally lowered mood • Decrease in usual activity or work performance • Increase in absenteeism or lateness • Not mixing - withdrawal from social life, staying at home, little or no

contact with friends • Seeking constant company - cannot bear to be alone• Bleak or pessimistic view of the future• Decreased energy - excessive tiredness • Loss of concentration and forgetfulness• Irritability - easily angered; anger excessive to situation• Deteriorating personal self-care, looks dishevelled, poorly groomed,

looks tired


DoTell the person you areworried about them and thatyou would like to be of help

Encourage them to talk toyou, but don’t pester

Listen empathetically

Offer your support – "Whatcan I do to help you rightnow?"

Ask if they feel safe. Do theyhave suicidal feelings,thoughts of self harm or harmto others? If they do not feelsafe, then remain with themand arrange for immediateassistance

Be patient, stay with them awhile even if they do not feellike talking

Tell them depression issomething which can getbetter with the right help.Instilling hopefulness andoptimism is an important partof the healing process

Encourage them to seekrelevant help through their GP

Don’t Tell them to "cheer up" or“snap out of it“

Leave someone to cope alone.Offer positive encouragementand, where appropriate,provide information such ascontact numbers for help linesand self-help organisations,counselling services andpractical assistance

Believe the myth that ‘peoplewho talk about suicide neverdo it’. Actually many peoplewho commit suicide havespoken about it to someonebeforehand.

Toolkit – Depression


Best practice

Depression is common, but it is also very easy to treat. Professional help is available with medication or counselling, together with a rangeof self-help techniques and support networks to successfully managethe illness.

On occasions, a person experiencing feelings of hopelessness canbecome too pessimistic to believe that treatment will work andtherefore refuse assistance or to seek treatment. Under thesecircumstances it may be necessary to be more assertive in yourmanagement of the situation, and insist that you will help them to get assistance.

2.2.4 How to help someone experiencing acute psychosis

Acute psychosis is characterised by a person progressively losing touchwith reality. It is important to be aware that psychoses form a group ofdisorders and can be due to factors other than mental illness. It can behard to diagnose the cause, even for experienced professionals.

A person who is experiencing psychosis perceives the world aroundthem differently and responds accordingly. Their sight, hearing andthought processes may also be distorted or misleading – e.g.hallucinations or delusions. They will commonly behave out of character and are often unaware of any changes in the way they think, talk or behave. Consequently, they may not seek help orprofessional assistance.

A full exploration of acute psychosis is beyond the scope of this guide,but if you think a work colleague is experiencing psychosis and they areat immediate risk to themselves or anyone else you should contact thepolice. If there is no immediate risk, alert their next of kin.


People usually make a good recovery from acute psychosis. One of themain difficulties they face is the lack of understanding from thosearound them. You can find out more about psychosis by using theresources in Part 3 of this guide.

Best practice

When a person is recovering from an acute psychotic episode, it isimportant to offer appropriate support, care and understanding.

In planning a return to work, Occupational Health input will beimportant in helping get the right support and the right riskassessment. This will vary from job to job.

A person will have varying degrees of recollection about what hashappened to them, and they may well find it embarrassing ordistressing. Allow them to talk about what they remember if they want to, but do not place pressure on them to do so.

It is important they do not feel ridiculed or shamed by being remindedof their behavior.

2.2.4 How to help someone who is suffering from alcohol or drug abuse

When used inappropriately, alcohol and drugs and can result inpersistent and permanent problems for the user, their families, workcolleagues and the community, particularly when use is out of control.This is commonly referred to as substance abuse and it can also be a sign of an underlying mental health problem.

Your organisation may have a specific policy on substance misuse,particularly if intoxication at work presents safety risks, and you shouldconsult your HR advisor or manager.



Substance abuse - spotting the signs

_

Do Engage in an open, non-judgemental discussion

Tell the person you areworried about them and thatyou would like to be of help

Express concerns about theirhealth and wellbeing

Tell them why you areworried, i.e. discuss what youhave noticed in terms of thechanges in their behaviour

Encourage communication byletting them talk about thereasons their behaviour haschanged

Listen empathetically

Offer support – bothemotional and practical

Don’t Ignore the problem and hopeit will go away.

Attempt to deal with thesituation without seekinghelp. If you don’t know whatto do, suggest making contactwith someone who does.

Don’t jump to conclusions. Isthis an isolated incident? Or isit symptomatic of a moreserious problem?

Toolkit – Substance abuse

• Deterioration in work performance• Unexplained change of friends• Unusual or irregular behaviour• Mood swings• Reluctance to interact with work colleagues or take part in organised

activities• Changes in personal habits (e.g. eating, sleeping, hygiene)• Valuable items or money missing


Best practice

Check that the employee has support and encouragement of others inthe next few weeks. If you know them well or work with them,encourage them to talk about how it is going. If they seem discouragedor feeling like the "going is tough", offer them your support andencouragement. Try to provide opportunities (if appropriate for you todo so) for alternative social or recreational activities where drugs and/oralcohol are not readily available or present.

Excessive use and abuse of alcohol or drugs can lead to serious healthproblems. If you have reason to believe that an employee has aproblem, it is important they receive a thorough health assessment. It isimportant to obtain as much information as possible about drug and /or alcohol intake, patterns of use, quantities and effects. Ensure thatyour approach is objective and non-judgemental in order to encourageopen and honest communication.

I need

onmore

mental healthinformation

In this section… 3.1 What is stress

3.2 What is mental health

3.3 Conditions / illness

3.4 Being a Mindful Employer

3.5 Mental Health First Aid England

3.6 Organisations

3

Facts and resources at your fingertips.




3.1 What is Stress?

Stress is not an illness – it is a state.However, if stress becomes tooexcessive and prolonged, it willimpact on an individuals’ mentalhealth, and if not addressed couldlead to a mental and / or physicalillness developing.

Work is generally good for people if it is well designed, but it can alsobe a great source of pressure. There is a difference between pressureand stress. Pressure can be positive and a motivating factor, and is oftenessential in a job. It can help us achieve our goals and perform better.Stress occurs when this pressure becomes excessive. Stress is a naturalreaction to too much pressure.

"The adverse reaction people have to excessive pressures orother types of demand placed on them at work." Health &Safety Executive

“Stress is the root cause of a lot of mental ill health, especiallyanxiety or depression.”

Dr. Penny Gray, The Mental Health Foundation


3.2 What is Mental Health?

We all experience varying levels ofgood and poor mental healththroughout our lives. Our mentalhealth is influenced by many factorsincluding our outlook on the world,our life circumstances, ourpersonality, our physical health andwell being etc.

The mental health of employees hasa very real and direct impact on theirability to function productively atwork as well as in their everydaylives. As such it is in the employer’sbest interest to have a degree of understanding around whatconstitutes good mental health and how it can be fostered within theirorganisation.

Please note : Mental health is not the same as mental illness. Mentalillness refers to clinically diagnosed conditions [some of which a listedbelow], however having poor mental health can lead to mental illness.

“Mental health can be conceptualized as a state of well-being in which the individual realizes his or her ownabilities, can cope with the normal stresses of life, can workproductively and fruitfully, and is able to make a contributionto his or her community.” World Health Organisation

Mental health is:

“…the emotional and spiritualresilience which allows us toenjoy life and survive pain, disappointment and sadness.It is a positive sense of well-being and an underlying be-lief in our own, and others’dignity and worth.”

Health Education Authority –mental health promotion: a quality framework


Common types of mental illness / disorders:

• Anxiety is a feeling of unease, apprehension or worry. It may be associated with physical symptoms such as rapid heart beat, feeling faint and trembling. It can be a normal reaction to stress or worry or it can sometimes be part of a bigger problem.

• Bipolar Disorder is a disorder in which a person can experience recurrent attacks of depression and mania or hypomania. It used to be called manic depression.

• Depression is a common condition. The main symptoms are feeling low, sleep problems, loss of appetite, concentration and energy. There are a number of treatments that can help.

• Obsessive Compulsive Disorder is a fairly common problem where people experience ‘obsessions’, recurring unwanted thoughts which are difficult to stop, and ‘compulsions’, rituals of checking behaviour or repetitive actions which are carried out in an attempt to relieve the thoughts.

• Panic Attack is an intense and sudden feeling of fear and anxiety. It is associated with many physical symptoms such as rapid heart beat, trembling, rapid shallow breathing, pins and needles in the arms and feeling faint. Many people who have a panic attack fear that they will collapse or die. These attacks are not harmful and usually go away within 20-30 minutes.

• Personality Disorder describes someone who has severe disturbances of their character and behaviour. Personality disorders usually appear in late childhood or adolescence and continue into adulthood. The thought patterns and behaviours cause distress to the person or to those around them.


For further information on the above conditions and others please go to The Royal College of Psychiatrists website: www.rcpsych.ac.uk

3.3 MINDFUL EMPLOYER®

Led and supported by employers, the MINDFUL EMPLOYER® initiative is aimed at increasing awareness ofmental health at work andproviding support for businesses in recruiting and retaining staff.

The Charter is just one part of the MINDFUL EMPLOYER® initiative. It's avoluntary agreement seeking to support employers in working withinthe spirit of its positive approach. The Charter is about working towards

• Psychosis is a condition in which a person isn't in contact with reality. This can include: sensing things that aren't really there (hallucinations); having beliefs that aren't based on reality (delusions); problems in thinking clearly; and not realising that there is anything wrong with themselves (called ‘lack of insight’).

• Schizophrenia is a mental illness. The main symptoms are hallucinations (hearing voices), delusions (a firm belief in something that isn’t true) and changes in outlook and personality. It does not mean split personality.

• Seasonal Affective Disorder (SAD) is a form of depression or mood disorder with a seasonal pattern. The symptoms of SAD are most obvious during the winter months when the days are shortest. Symptoms of SAD tend to appear from around September each year, and reduce or disappear in the spring and summer months.


the principles of it and not the immediate fulfilment of them – signing up is a step along a journey not the end of it.

Being a MINDFUL EMPLOYER®

• Shows others and your own staff that you are a good employer • Expresses your corporate social responsibility • Reduces recruitment and training costs • Helps towards complying with legislation (e.g. DDA & HSE) • Reduces sickness levels • Enhances customer service • Improves productivity • Makes you more attractive to people with mental health issues and

others • Helps you retain staff who have experienced discrimination in the past • Makes yours a healthier workplace• For employers who are positive about mental health

Suffolk Business Minded are signatories to the Mindful Employer Charter

Suffolk Business Minded supports the charter as part of its drive topromote best practice around stress and mental health issues in theworkplace.

www.mindfulemployer.net

“80 million work days are lost a year due to stress, depressionand anxiety. It is estimated that about £9bn is lost a yearthrough employers not addressing mental health issues at work...”



3.4 Mental Health First AidA recent training initiative has been developedand is being taken forward called ‘MentalHealth First Aid [MHFA] England’.

Mental Health First Aid (MHFA) is the helpprovided to a person developing a mentalhealth problem or experiencing a mentalhealth crisis. Just as physical first aid is administered to an injuredperson before medical treatment can be obtained, mental health firstaid is the initial help given to someone experiencing a mental healthproblem before professional help is obtained or until the crisis isresolved.

A mental health crisis may occur when a person feels suicidal, or issuffering an anxiety attack, or an acute stress reaction. In some casesthey may appear to be out of touch with reality or in a distressed orpsychotic state.

Remember, if any incident you have had to deal with was traumatic foryou, or if you feel anxious or distressed, do not hesitate to discuss theseissues with a friend or seek professional help.

To find out more about mental health first aid training please visit:www.mhfa.org.uk

E N G L A N DMental Health First Aid


3.5 Additional organisations and resources:

If a colleague is in distress or you are concerned aboutsomeone…

Advice and further resources may be obtained by contacting:

Samaritans: 0845 790 9090A 24-hour confidential telephone servicehttp://www.samaritans.org.uk

MindinfoLine: 0845 766 0163Monday to Friday 9.00am - 5.00pmhttp://www.mind.org.uk

NHS Direct: 0845 464724hr National helpline providing medical advice.http://www.nhsdirect.nhs.uk

Saneline: 0845 767 8000Out of hours telephone help line.Opening hours: 12noon to 2.00amhttp://www.sane.org.uk


StressFor more advice and help on assessing and managing stress inemployees, including using the Management Standards to tackle stress, see the HSE website: www.hse.gov.uk/stress

Employment Law – sources of additional information

Website: www.hse.gov.uk/legislation/hswa.htm

Information about the Human Rights Act 1998 can be found on theMinistry of Justice’s website. Website: www.justice.gov.uk

Disability Discrimination Act 1995 & 2005 (DDA)

Details of disability discrimination law, with case studies to help, are found in the “Disability Discrimination Act code of practice onemployment and occupation”. The 1995 and 2005 Acts can bedownloaded from the Directgov website.

Your local Jobcentre Plus or the Equality and Human Rights Commission (EHRC) can tell you more. The EHRC has advice on whatcounts as a disability according to the law.

Occupational Health For information about health and safety contact HSE’s Infoline:Tel: 0845 345 0055 - e-mail: [email protected] visit: www.nhsplus.nhs.uk/business/index.asp

Commercial Occupational Health Providers Association (COHPA)Tel. 01933 232 373Website: www.cohpa.co.uk


SHIFT – line managers resource:Shift's Line Managers' Resource is a practical guide for managing andsupporting people with experience of mental health problems in theworkplace. The website also gives extra information and links to otherorganisations and websites. Website: www.shift.org.uk/employers/

Alcohol and drug misusewww.nhs.uk/conditions/Drug-misuse/Pages/Introduction.aspx

Alcohol ConcernAlcohol Concern is the national agency on alcohol misuse,supplying information and details of local services. Based at:Waterbridge House, 32-36 Loman Street, London SE1 0EE.Tel. 020 7928 7377.Website: www.alcoholconcern.org.uk

Alcoholics AnonymousAlcoholics Anonymous is a fellowship of men and womenwho share their experiences to stay sober and to help othersrecover from alcoholism. Contact via: P.O. Box 1, StonebowHouse, Stonebow, York YO1 2NJ. Tel. 01904 644026 (office)Helpline: 0845 769 7555 (open 24 hours)Website: www.alcholics-anonymous.org.uk

Suicide interventionASIST - For a more in-depth course on suicide intervention skills it isrecommended to attend an ASIST (Applied Suicide InterventionSkills Training) course. For more information visit www.asist.org.uk


British Association for Counselling and PsychotherapyThe British Association for Counselling provides information and adviceon counselling and counsellors in the UK. Based at: 35-37 Albert Street,Rugby, Warwickshire CV21 2SG.Tel. 0870 443 5252. Website: www.counselling.co.uk

CRUSE Bereavement CareCRUSE is a national voluntary organisation offering bereavementcounselling and advice to all bereaved people.Tel. 020 8939 9530. Website: www.crusebereavementcare.org.uk

Depression AllianceThe Depression Alliance provides information, support and advice forthose who suffer from clinical depression and their carers; also anetwork of self-help groups.Tel. 020 7633 0557.Website: www.depressionalliance.org

Employers’ Forum on DisabilityThe Employers' Forum on Disability is the world’s leading employers'organisation focused on disability. Funded and managed by theirmembers, it aims to make it easier to recruit and retain disabledemployees and to serve disabled customers. Tel. 020 7403 3020. Minicom. 020 7403 3570.E-mail: [email protected]: www.employers-forum.co.uk

Improving Access to Psychological Therapies [IAPT]The Improving Access to Psychological Therapies programme aims toimprove access to evidence based talking therapies in the NHS throughan expansion of the psychological therapy workforce and servicesWebsite: www.iapt.nhs.uk


Manic Depression Fellowship (MDF) / The Bipolar OrganisationMDF is a national charity established by and for people whose lives areaffected by manic depression. MDF provides a specialist advisory andinformation service, and has a network of self-help groups throughoutthe country. Based at: 21 St George's Road, London SE1 6ES. Tel. 020 7793 2600.Website: www.mdf.org.uk

Mental Health FoundationThe Mental Health Foundation provides information and publicationson a wide range of mental health issues and learning disabilities. Based at: 83 Victoria Street, London SW1H 0HW. Tel. 020 7802 0300.Website: www.mentalhealth.org.uk

Mind (The National Association for Mental Health)Mind provides information and publications on mental health issuesand services. Over 200 local Mind associations offer a range of day-careand other services. Listed in the local telephone directory, or contact via:Granta House, 15-19 Broadway, Stratford, London E15 4BQ. Tel. 020 8519 2122.Website: www.mind.org.uk

NHS StresslineThe NHS Stress Line is there to advise, support and signpost callers whomay have worries about money, losing their home or their job and forwhom such worries may have begun to affect their health and wellbeing.Tel. 0300 123 2000

Rethink (formerly National Schizophrenia Fellowship)Rethink provides information and services for people with adiagnosis of severe mental illness, especially schizophrenia,and their families and carers. Based at: 28 Castle Street,Kingston Upon Thames, Surrey KT1 1EY. Tel. 0845 456 0455.Website: www.rethink.org


RelateRelate provides couples counselling for breakdown within relationships.Local branches throughout the UK. Based at: Herbert Gray College,Little Church Street, Rugby, Warwickshire CV21 3AP. Tel. 01788 573241.Website: www.relate.org.uk

Turning PointTurning Point provides help and advice on problems with drink, drugs,mental health and learning disabilities.Tel. 020 7702 2300.Website: www.turning-point.co.uk

Government Support Services

Disability employment helpline: 0800 528 0462

Health and Safety ExecutiveEmployment Medical Advisory Service (EMAS)EMAS is staffed by doctors and nurses with occupational healthqualifications located at Health and Safety Executive offices throughoutthe country. EMAS provides free advice and support to employers andemployees regarding work-related medical problems, including mentalhealth problems.Tel. 01342 334200.Health and Safety Executive InfoLine: 08701 545500.Website: www.hse.gov.uk

Health Development AgencyThe Health Development Agency offers a range of expertise on healthissues, including mental health and well-being. Information on the NHS,small and medium-sized business enterprises, and the Health at Work Award.Tel. 020 7430 0850. Website: www.hda-online.org.uk


Local Suffolk support services and organisations

Suffolk Business MindedSupport for local employers around mental health and wellbeing in the workplace.Website: www.ifyouknew.co.uk

Suffolk Chamber of CommerceSuffolk Chamber of Commerce represents business from grassroots toGovernment, and has grown to become the largest independent privatesector forum in the County. Suffolk Chamber works with leadingorganisations to deliver the very best services and advice for yourbusiness. Suffolk Chamber supports your business throughout itslifecycle from start-up, development, growth and beyond.Tel. 01473 680600Website: www.suffolkchamber.co.uk

Suffolk Drug and Alcohol Action TeamInformation on local help and treatment and alcohol problems.Website: www.suffolkdaat.org.uk

Suffolk Family CarersSuffolk Family Carers was started in 1988 to help raise awareness offamily carers, their issues and their needs. It recognises the importantcontribution family carers make, and support them to carry on caring so they would be less likely to need care themselves.Website: www.suffolk-carers.org.uk

Suffolk Mental Health Partnership NHS TrustSuffolk Mental Health Partnership NHS Trust provides mental health,substance misuse, learning disability and eating disorder services acrossSuffolk and Thetford.Website: www.smhp.nhs.uk

Suffolk Mind East Suffolk Mind and West Suffolk Mind are two separately registeredcharities but are both affiliated to Mind National and both worktogether under the banner of the Suffolk Mind Partnership. Both arecommitted to improving the lives of people with mental health issues.Tel. 01473 652847Website: www.suffolkmind.org.uk/

SPACEThe Suffolk Partnership for Addiction and Care Engagement is anorganisation of men and women who have been, or are, successfullyengaged with drug and alcohol treatment services in Suffolk. Thepartnership brings together these individuals and groups, to form onemain body carrying a united voice for service users in Suffolk.Website: www.spaceusergroup.com

WorkwiseWorkwise is an emerging Social Firm with additional craft and training facilities, providing work-based rehabilitation for adults whoare recovering from various forms of mental health problems.Tel. 01284 755 261Website: www.workwisesuffolk.org.uk

Picture page 11 courtesy of freedigitalphotos.netPictures page 16 & 52 courtesy of sxc.huPictures on front cover and page 40 courtesy of freefoto.com


Suffolk Business MindedFoundation Trust OfficeSt ClementsFoxhall RoadIpswichSuffolkIP3 8LS

telephone: 01473 329000email: [email protected] web: www.ifyouknew.co.uk

Graphic design by Suffolk Support Services, SMHPT © 2010 SMHPT. Ref: Comms/0263.

Documents

Manager's desk guide for well being in the workplace