Mental illness in the workplace can take many forms including, but not limited to, depression, personality disorders, and alcohol or drug dependence.

According to the Canadian Mental Health Association, workplace absenteeism resulting from mental illness has risen from 30% to 50% over the last 15 years. Statistics Canada notes that a worker suffering from depression will be unable to perform his or her normal work duties for an average of 32 days in any given year.

Employers are therefore faced with managing an increased number of employees suffering from mental illness and the obligation to accommodate such employees. As is the case with many workplace issues, proper management is key. Below you will find a list of dos and don'ts when managing an employee with mental illness.

DOs

  • Analyse the position and job responsibilities;
  • Adapt work conditions (such as flexible work schedule, change in supervision, and modifications to tasks);
  • Adopt a clear alcohol and drug policy;
  • Adopt a policy which delineates reasonable readjustment periods and maximum length of absence prior to end of employment relationship;
  • Adopt an Employee Assistance Program;
  • Require medical documentation to justify absences;
  • Have the employee undergo a medical assessment ;
  • Perform follow-ups with the employee and his doctor;
  • Offer time off for employee to receive treatment;
  • Refer the employee to a specialist in order to determine how best to adapt/modify work conditions;
  • Negotiate a "last-chance" agreement, where appropriate, which explicitly provides for termination in cases of a violation;
  • Perform a full investigation prior to termination.

DON'Ts

  • Forget that mental illness is a handicap/disability and therefore is an enumerated ground of discrimination in human rights legislation;
  • Jump to conclusions prior to meeting with the employee;
  • Opt for disciplinary measures right from the start (coaching/counselling will be more appropriate in many cases);
  • Expect a full recovery after the first intervention;
  • Restrict the length of accommodation measures too strictly within a policy;
  • Generalize accommodation measures, as each employee situation should be analysed on a case by case basis;
  • Leave the employee to identify/implement the accommodation measures alone;
  • Unnecessarily share private information with supervisors, or co-workers.

Individualized accommodation is critical to managing mental illness in the workplace. Employers are entitled to seek appropriate medical evidence justifying absences but once provided with such documentation, should work with the employee to implement measures that are most likely to lead to successful re-integration or attendance in the workplace.

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