Supporting Success: A Leader’s Guide to Reasonable Accommodations and Performance Management After Employee Wellbeing Disclosures
Millions of people today experience times of mental unwellness. According to the Mental Health Foundation of New Zealand, 25% of us Kiwis experience challenges with our mental health and emotional wellbeing.[i] Being employed is generally good for wellbeing, boosting feelings of purpose and supporting connection with others. However, when experiencing a period of mental unwellness, employees may struggle to balance wellbeing with work-related demands.
The Importance of Wellbeing Disclosures in the Workplace
Some team members will inevitably experience mental health conditions at some stage, such as anxiety conditions, depression, or post-traumatic stress disorder (PTSD). Knowing how to support a team member after a wellbeing disclosure – when they share information about their mental health that may affect their work – can help to create a healthy, inclusive environment where employees feel comfortable. When employees feel safe sharing their mental health challenges at work, this creates an atmosphere where everyone feels supported and seen. As a result, individuals who feel validated and supported are more likely to be motivated and perform at their best.
Therefore, when employees disclose mental health challenges, leaders should support them by seeking to understand what that person needs at work.
By proactively addressing employee wellbeing disclosures with empathy, as a leader, you achieve two goals: first of all, you comply with legal frameworks, and second, you contribute to a healthier, more engaged, productive workforce. This, in turn, can help promote early help-seeking, support recovery, reduce staff turnover and boost the company’s reputation.
Leading with Empathy and Possible Accommodations
According to research, empathy is one of the most important leadership characteristics. Empathy is the capacity to understand and respond to another person’s emotional experiences both emotionally and cognitively. Leaders who show empathy create a work culture of trust, loyalty, and engagement.[ii] When you are an empathetic leader, your attitude and behaviour can boost your team’s morale and satisfaction.[iii] Leading with empathy allows you to understand the reasons for reduced performance, offering reasonable accommodations and tailored performance management to address employee wellbeing.
For example, if one of your team members struggles with meeting deadlines, leading with empathy would mean checking in with them to understand the root causes instead of immediately jumping to conclusions or assuming poor work ethics. They might disclose they are dealing with depression. Or, an employee may have difficulty staying focused and paying attention during meetings. Leading with empathy means understanding that this behaviour might stem from temporary mental health challenges, instead of assuming disinterest.
Possible Accommodations After Employee Wellbeing Disclosures
It’s important to understand that just like any health issue, a mental health condition can affect a person’s ability to perform in their role to the same level as when they are healthy. Agreeing on temporary reasonable accommodations can support a person’s recovery. Within reasonable limits, and depending on your employee’s needs, you can consider the following accommodations:
- Flexible work hours, such as starting or finishing at a different time than usual, and allowing time off during the workday to attend health appointments.
- Remote work options
- A private or quiet workspace
- Temporarily reduced workload
- Extended deadlines
- Scheduling shorter, more frequent meetings
- Breaking information and tasks into smaller chunks
- More frequent breaks
- Offering Employee Assistance Programmes (EAP) and access to other mental health resources.
Agree on a specific plan with your employee and when this will be reviewed. It’s a good idea to offer to document this on an employee wellbeing plan, where you can include what they are doing outside of work for their recovery, and what you are both doing at work. MindMatters Clinic has a handy template for employers. If the accommodations will be visible to other teammates, it’s a good idea to agree on how this will be communicated to them so they don’t make the incorrect assumption that someone is getting preferential treatment.
Don’t Forget To Address Work-Related Contributing Factors
It is an ethical responsibility and a legal requirement for employers to ensure a safe and supportive work environment. The 1993 Human Rights Act[iv] and Health and Safety at Work Act 2015[v] mandates employers in Aotearoa New Zealand to create safe, accommodating environments for all kaimahi (staff). Therefore, make sure you are asking about, and consider for yourself, any factors at work that could be contributing to the person’s wellbeing concerns. These are known as “psychosocial hazards”. Common examples include an excessive workload, lack of job clarity, exposure to bullying and harassment, or exposure to aggressive behaviour such as regularly having to deal with aggravated clients. For more information on psychosocial hazards, see our article here.
How to Balance Performance Management and Employee Wellbeing
As a leader, you are expected to ensure that team members’ work aligns with your company’s goals and philosophies. The whole process of performance management – from setting clear expectations and objectives, monitoring progress, and providing feedback to support employees – is designed to support employees in achieving their full potential and ensure individual and organisational success.
However, performance management can be overwhelming for employees who are struggling with mental unwellness. For instance, they may have difficulties with communication or task management, or experience stress from feedback. Similarly, they may find KPIs (Key Performance Indicators) overwhelming because these often involve rigid, one-size-fits-all expectations that may not account for individual challenges. All of this may increase anxiety or emotional distress, particularly if employees fear disclosing their condition. Therefore, balancing performance expectations and making necessary adjustments is vital to accommodate employees upon wellbeing disclosure. This can be achieved through various strategies, such as:
- Prioritising open and transparent communication
- Setting realistic expectations and clear, achievable goals
- Maintaining regular check-ins to discuss progress and identify challenges early
- Adapting KPIs to be more flexible and reflect an employees’ circumstances
- Offering flexibility, within what’s reasonable for the role, such as flexible hours of work-from-home
- Offering supportive resources within reasonable limits, such as work accommodations, mental health services, or assistive tools.
If, despite your best efforts, there are ongoing performance difficulties and an employee continues to report parallel wellbeing concerns, it can be helpful to seek legal and clinical advice, such as an employee work assessment with a MindMatters Clinic specialist psychologist.
Note: Neurodivergence Requires a Different Approach
These recommendations are to support employees experiencing a period of mental unwellness. Most mental health conditions relate to temporary periods of mental ill health. With the right supports, the vast majority recover within several weeks. Neurodivergent conditions, such as ADHD, autism, and dyslexia, are not mental health conditions. Rather, these are lifelong neurological differences in how a person thinks and behaves. Therefore, supporting neurodivergent team members requires a different approach, and accommodations will not be temporary. Workplaces are recommended to have clear operational processes, such as policies and manager training, on neurodivergence at work. Enquire with MindMatters Clinic if you would like to know more about how you can support your neurodivergent team members.
The Role of Leaders in Fostering Employee Success
As a leader, you play a crucial role in supporting your team members and fostering an inclusive and productive workplace.
By providing reasonable accommodations and balancing performance management with employee-specific needs and wellbeing, as a leader, you create an environment where personnel can perform at their best while feeling less overwhelmed, supported, and understood.
Continuous learning, collaboration with wellbeing experts, and adjusting policies to align with New Zealand’s distinct legal and cultural environment ensures that your organisation continues to support your diverse team and fosters employee success. At the end of the day, this contributes to the overall success and progress of the company.
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MindMatters
NZ’s leading clinical experts in workplace mental health and wellbeing, contact us today to be connected to the best psychologist to meet your specific needs. MindMatters Clinic provide individual executive coaching and psychological support to businesses, as well as working with organisations to manage mental health and psychosocial risks. We also do speaking events.
Visit MindMatters online: https://www.mindmatters.clinic/
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References
[i] https://mentalhealth.org.nz/news/post/25-of-new-zealanders-have-poor-mental-wellbeing.
[ii] https://www.researchgate.net/publication/361952690_Empathy_in_Leadership_How_it_Enhances_Effectiveness
[iii] https://www.researchgate.net/publication/351694034_Empathetic_Leadership_Job_Satisfaction_and_Intention_to_Leave_among_Millennials_in_a_Start-up_Industry_Needs’_Satisfaction_as_a_Mediating_Variable
[iv] https://www.legislation.govt.nz/act/public/1993/0082/latest/DLM304212.html
[v] https://www.legislation.govt.nz/act/public/2015/0070/latest/DLM5976660.html