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Some examples are:. It is important to consult with your worker. Discuss reasonable adjustments that would suit the job requirements and their own circumstances. A worker with mental illness may have already developed good strategies that can be adapted to their work environment.

If flexible work arrangements are considered, care should be taken to ensure that this does not lead to isolation from the workplace, colleagues and workplace support.

05 - Introduction to Occupational Safety and Health

For workers experiencing difficulties with concentration, processing information, forming clear thoughts. She required no adjustments except at times of extreme stress. At those times, she would advise me that she was becoming anxious. Her anxiety affected her short-term memory and recall of names in particular. She required some support and a general understanding that this was temporary. When I requested work, I repeated the request and checked with her that she understood what had been asked. She also wrote down key points to help her remember the task.

Occupational Health and Safety Management: A Practical Approach, Third Edition

The periods of anxiety were short-term and at other times the person did not require any adjustments. For difficulties with planning tasks, managing multiple tasks, meeting deadlines, avoiding tasks. Worker comment: strategies for a worker experiencing difficulties with social interactions. My boss observed any issues and we developed strategies that suited the workplace and us. She was also very good at giving me feedback about my work, which has been very positive. My boss very quickly worked out that I was far more efficient at cleaning up at the end of the day if I was left alone.

I like to work alone and when my boss tried to help I felt anxious and uncomfortable. When I was okay, I would make it my job to make conversation with the customers. My boss would make sure that she gave me space to do my jobs. I find that doing a mindless job in between difficult tasks gives me a break away from things. The counter was also great for me to feel like I had a barrier between me and the customers.

Further support for managers and staff

My work therefore tended to be behind the counter. Strategies to deal with pain, tremors or stiffness, blurred vision, other physical symptoms. Some workers with mental illness function best at certain times of the day as they may have had disrupted sleep or be groggy due to the effects of medication.

Manager comment: strategies for a worker suffering from the effects of medication due to severe depression. The employment service that supported the employee indicated that it would take some weeks for the medication to be adjusted and during this period, she would be very groggy in the morning. Together we worked out a plan of adjusting the starting time for a period of time to enable the medication process to take effect. If a worker is exhibiting feelings of frustration, anger, annoyance and restlessness.

If a worker appears sensitive to feedback, highly anxious, prone to excessive worry about work Strategies that you can consider include:.

A Practical Guide to Psychological Health & Safety in the Workplace

If a worker is acting out of character and behaving inappropriately e. As a manager, you may be unsure how to deal with performance concerns for workers, including workers with a suspected or known mental illness. You are entitled to apply your standard performance management system to all workers where you have a legitimate concern about their performance.

Where a mental illness has already been disclosed to you, discuss with the worker whether their illness has had an impact on their performance and how it can be addressed in future.

Occupational Health and Safety Management: A Practical Approach, Third Edition - CRC Press Book

Where you already know that a worker has mental health issues or they raise this during the performance process it may be advisable to cease the performance management process at that stage. This will enable you to focus on the possible impact of their mental illness in a more a supportive and sensitive manner. If the worker has not disclosed a mental illness, it is still possible for you to explore ways to adjust their work to try to avoid the performance concern occurring again or to pursue the normal procedures for unsatisfactory performance. If poor work performance continues after the identified timeline you may decide to recommence the disciplinary process with the worker.

There may be occasions where you are worried a worker is in danger of hurting themselves or others. In these situations, whether the person has mental illness or not, you have an obligation to take action to try to prevent risks to health and safety. When a worker is at risk of harming themselves [15].

Who is the guide for?

Synopsis About this title New legislation and recommended working practices demand that every organisation considers carefully the health of its workforce. Buy New Learn more about this copy. Other Popular Editions of the Same Title. Search for all books with this author and title. Customers who bought this item also bought. Stock Image. Ann Fingret, Prof. Alan Smith. New Paperback Quantity Available: Seller Rating:.


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Published by Routledge Ann Fingret, Alan Smith. New Quantity Available: 5. Chiron Media Wallingford, United Kingdom. New Paperback Quantity Available: 1. Review the trends on mental health and well-being at work over the years with our Employee Outlook focus reports. Home Knowledge hub Organisational culture and behaviours Well-being Supporting mental health at work. We first produced the guide in but have reviewed and updated it for in line with developments in both employment and how organisations manage mental health at work.

During our research with employers to inform this work in , there was a clear demand for specific guidance on disclosure to be embedded within general guidance on mental health in the workplace.


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As such, the guide addresses the whole lifecycle of employment, from recruitment, through keeping people well and managing a disability or ill health at work, to supporting people to return to work after a period of absence. It contains information, practical advice and templates to help managers facilitate conversations about stress and mental ill health and put in place support so employees can stay well and in work — meaning they perform at their best for the business while the employer retains talent and expertise.

Who is the guide for?