Immediate action is required, if employees are to avoid being at risk from poor mental health during and after the COVID-19 pandemic. Concern over job security and income loss coupled with the fear of infection and feelings of isolation are among the consequences of the measures taken by the government to prevent the spread of the virus. Each is likely to increase the anxiety, pressure and stress that are affecting many people.
Some workplaces have adopted performance management processes that focus primarily on intervening only when an employee is not performing at their best or as expected. While it is important to address and resolve what is not working, focusing on the negative tends to reduce motivation of the employee and, often, of the leader as well. If the employee is also experiencing mental health issues, there is a risk that this approach may result in a worsening of both the symptoms and work performance. Effectively supporting good performance is an important management skill and the suggestions here can be applied whether or not an employee has a mental health issue.
Many employees can and do work while experiencing mental health issues, such as depression or anxiety, with little impact on productivity. Of course, like any illness, there are situations in which the individual is not able to work due to the severity of the condition.
However, in the majority of cases, supportive performance management can be the key to continued productivity.
Rule out rule. When you have identified a performance concern, rule out the possibility that it may be related to a mental health issue before you consider disciplinary action. While human rights usually prevents you from asking about a diagnosis, if you suspect a mental health issue, you can continue to support performance in a psychologically safe way. But if you think it is necessary to begin disciplinary action, you should first apply the rule out rule.
Communicate without judgment. Be aware of your assumptions and judgments about an employee's behavior. While assumptions or judgments are part of human behavior, it is possible to communicate without allowing these to dictate or influence your response.
Consider emotional triggers. It is important to understand and manage your own reaction to an employee's performance or behavior at work.
Be supportive and clear. When mental health issues, such as chronic mental stress, burnout, anxiety or depression are present, performance management needs to be especially supportive and clear.
Highlight strengths first. This could include emphasizing an employee's effort, value to the team, or previous accomplishments.
Separate acknowledging from agreeing. Rather than agreeing or disagreeing, try to demonstrate an understanding of the other person's perspective before you offer your own opinion.
Supportive performance management focuses on the intended outcomes rather than the problem. This makes the conversation feel less like criticism and more like a collaboration focused on a solution. When mental health is a factor, it is especially important to engage the employee in developing their own solutions and build on existing strengths.
Adapted from SHRM.