Rationale: Everyone reacts differently to different stressors. For Sam, it may be criticism, but for others a stressor may be isolation or too much noise. Understanding their particular need means the manager is less likely to feel that everything can potentially be a stressor.
Rationale: Workplace stressors are not personal medical information and are important manageable factors in a workplace success
Rationale: While some stress is a fact of life, managing those factors that negatively impact employee productivity makes good business sense.
Rationale: Whenever we engage the employee in creating a solution, their commitment to its success is often much greater.
Rationale: Although other employees may indeed want the same thing, accommodation of persons with disabilities is a duty rather than a preference. However, where a reduction in stressors supports better productivity and wellness and is cost effective you may want to consider how these or other changes could benefit other employees.
Rationale: Although it is impossible to predict her future expectations, by helping her to clearly establish her needs now, you reduce the chances that problems will continue to arise.
Rationale: Often in the case of a mental health leave, co-workers are unsure of what to say or go when the employee returns. As a result they may avoid the employee altogether. This can feel isolating to the employee and management should discuss with the employee a way to facilitate a more comfortable reintegration for everyone.
Rationale: Often co-worker's are busy enough and do not feel great about taking on extra work. This reality must be considered when discussing how work will be assigned during a transition time.
Rationale: Although privacy means not discussing personal medical information, an open discussion about the work place, tasks, and roles provides clarity and involves the co-workers in being part of the solution.
This website is brought to you by the Great-West Life Centre for Mental Health in the Workplace.