Accommodating mental health in the workplace

With only 23 per cent of workers in Canada feeling comfortable talking to their employer about a psychological 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 Canadian federal and provincial laws that can protect them.

Workers 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

More than two-thirds of workers in Canada have a moderate (43 percent) or higher (33 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:

Myth: Individuals with mental health conditions cannot work in stressful or demanding jobs. Fact: Many individuals with mental disabilities can and do work effectively. How the condition impacts work life varies considerably and there is no “one size fits all.”

Myth: Individuals with mental health conditions cannot work until they are completely recovered. Fact: Workplace accommodations enable many with mental disabilities to work effectively with their disability.

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 has an effect on productivity, which is why providing support and resources can have a positive impact on organizational success,” says Paula Allen, Global Leader, Research and Client Insights, TELUS Health. “Not only that, but supporting mental health can help organizations reduce costs associated with disability claims, absenteeism and lost productivity- and address a health problem that is so pervasive in many Canadian 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 Canadian Human Rights Act (CHRA), the Accessible Canada Act (ACA), provincial human rights codes, and select provincial laws including the Accessibility for Ontarians with Disabilities Act (AODA), which give rights and protections to employees with a disability. 

Legislation in Canada 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:

• Flexible scheduling
• Modifying job duties
• Modifying work spaces or changing location
• Modifying how trainings are given 

If an employee’s accommodations needs are not clear, the accommodation process enables employees with disabilities and their employer to work together to come up with the appropriate modifications.

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 speak up and ask for help if they feel comfortable opening up to their people-leaders,” says Allen. “That’s why it’s important for organizations to build a culture of care, from the top down. Leaders at every level - from supervisors to HR managers to people managers - play a critical role in creating an inclusive workplace that is psychologically safe and has structures and programs in place to support 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.
• More than half of (55 per cent) of workers are unsure, or their employer does not offer an employee assistance program (EAP). 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 30 per cent of workers in Canada saying they would consider switching employers for better mental health benefits and resources, employees are increasingly looking to employers for mental health support. 
• Employers can offer cognitive behavioural 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.