Accommodating mental health in the workplace

With only 58 percent of workers in the US reporting that they would feel comfortable talking to their employer about a mental health issue, living and working with a mental health condition can be an isolating journey. The stigma, myths and misperceptions around mental illness, as well as concerns over job security, can make it difficult for workers to talk openly about their mental health challenges and to request help when it’s needed.

Sometimes a person's mental health issues can substantially limit one or more major life activities, including their work. In these cases, the individual can be considered to have a disability and as such has certain rights under the American with Disabilities Act (ADA).

They have a right to privacy, where they can choose whether or not to tell the employer about their disability. More importantly, they have a right to job accommodations to help them work effectively and productively with their mental health disability. Employees are also protected against job discrimination; they can’t be fired, demoted or denied training if the employer believes they have a mental disability.

Myths versus facts about mental illness

Nearly two-thirds of workers in the US have a moderate (41 percent) or high (22 percent) risk of experiencing a mental health issue. Despite its prevalence, there are still myths and misperceptions surrounding mental illness, fueling non-supportive and insensitive workplace environments, and preventing employees with a disability from effectively doing their work.

For example:

Given the facts, it’s time that organizations create a workplace culture that dispels the myths around mental illness, resolves the barriers that prevent struggling employees from asking for help, and enables workers with a mental disability to effectively do their jobs.

Developing a psychologically healthy work environment also has economic implications for the company.  “Employee mental health and productivity go hand in hand and treatment availability can translate into organizational success in many different ways,” says Ann Kuzee, Senior Legal Counsel for TELUS Health Absence and Disability Management. “When you consider the costs associated with disability claims, absenteeism and lost productivity, it’s clear that organizations need to find solutions to mitigate a health problem that is pervasive in so many American companies.”

Making accommodations for employees with mental health disabilities

Organizations that develop their capacity to respond effectively to mental health issues can fully leverage their talent pool and create a workforce that is engaged, loyal and productive. It’s the right thing to do for employees and the company.

It’s also a matter of legal compliance under the Americans with Disabilities Act (ADA), which gives civil rights protections to employees with a disability.

The ADA prohibits discrimination against individuals with physical or mental disabilities, and mandates employers to make reasonable accommodations for them. Defined as adjustments or modifications, these accommodations will vary depending upon the needs of the individual.

Reasonable accommodations may include:

• Making existing facilities used by employees readily accessible to and usable by persons with disabilities
• Job restructuring, modifying work schedules, or reassignment to a vacant position
• Acquiring or modifying equipment or devices, adjusting or modifying examinations, training materials, or policies, and providing qualified readers or interpreters

If an employee’s accommodations needs are not clear, an interactive process may be required, where employees with disabilities and their employer work together to come up with the appropriate accommodations.

Asking for help is never easy

It’s important to recognize that making an accommodation request can be particularly challenging for people with a mental health condition. It may take weeks or months to feel strong enough to approach a manager, and by that time their job performance may already be impacted.

“Employees are more likely to come forward if they feel safe, respected and seen,” says Kuzee. “That goes back to building a culture of care, from the top down. Company leaders, HR managers, people-leaders and supervisors all play a critical role in creating an inclusive workplace that is psychologically healthy and creates a path to meaningful recovery.”

Implementing a mental health model can help ensure employees are supported at every stage of their journey with a mental health condition:

1. Before: Paying attention
   • Managers and supervisors are likely to be “first responders” to accommodation requests. HR managers should communicate, educate and inform people leaders on what to watch for and how to respond effectively.
   • Four out of ten workers don’t know what an employee assistance program (EAP) is, and what it covers. It’s important to ensure employees understand the benefits of their EAP and how it can help support their physical and mental wellbeing.
2. During: Maintaining a relationship
   • With 46 percent of employees now viewing mental health benefits as essential - a substantial increase from the 25 percent reported in 2019 - employees are increasingly looking to employers for mental health support.
   • Employers can offer cognitive behavioral therapy (CBT), a practical and evidence-based approach to therapy that helps individuals develop healthier thinking patterns and behaviors to effectively manage their emotions and improve their overall mental wellbeing.
3. After: Approach to return to work
   • In some instances, employees must take time off work. When this happens, having an absence and disability management solution can help support both employers and employees; from case initiation and assessment to recovery support and return-to-work planning.

A healthy culture nurtures a healthy workforce. When employees are mentally healthy, they are more likely to be engaged, loyal and productive, which can lead to better business outcomes and long-term success.