May 2010
Guide for Staff
with a Mental
Illness
Introduction
This document aims to provide information, advice, support and guidance to
staff members experiencing mental illness1, in order to assist them to function as
successfully as possible at work. It answers some common questions, addresses
rights and responsibilities, includes comments from staff members based on their
experiences, and provides summary information about services and resources
available at the University.
There is growing global awareness of the importance of mental health for
individuals, communities and economies. The University of Melbourne has
recognised this through the endorsement of a Mental Health Strategy, aimed
at implementing actions for promoting mental health amongst members of the
University community and supporting those experiencing mental illness or mental
health difficulties.
According to the National Survey of Mental Health and Wellbeing 2007, one
in five Australians aged 16 to 85 will have experienced a mental illness in the
preceding twelve month period2. With a staff population of over 6000, this
translates to 1200 University staff in any one year who may potentially be
managing significant issues relating to their mental health.
Evidence has clearly established that mental illness and mental health difficulties
can affect people adversely at work3. Effects include reduced productivity and job
satisfaction, strained work relationships, associated physical health problems, and
absenteeism.
Frequently Asked Questions
1. “What is a mental illness? How do I know if I am experiencing one?”
2. “How could a mental illness affect my job or performance?”
3. “Aren’t people with mental illness at risk in the workplace?”
4. “Should I tell anyone about my mental illness?”
5. “Limitations arising from my mental illness impact on my work.
How can I get help with this?”
6. “I am afraid I might be discriminated against because of my mental
illness. What protection do I have?”
7. “I told my supervisor about my mental illness in the past, and while
they were supportive then, I am concerned that I might be targeted as
a less valuable staff member when any redundancies or restructures are
considered. What can I do?”
8. “I am coming back to work after having a break because of mental
illness. What advice is there for managing this?”
1. “What is a mental illness? How do I know if I
am experiencing one?”
3. “Aren’t people with mental illness at risk in
the workplace?”
Mental illness refers to a range of conditions that are
characterized by a significant impairment of thought, mood,
behaviour, social abilities, perception and memory. The
symptoms of mental illness are serious enough to cause
significant loss of functioning in a person’s everyday living
including their capacity to conduct personal relationships and
their work performance.4
No. In fact people who have a mental illness and are actively
managing the condition are more likely to be aware of their
limitations and needs, and less likely to have workplace
incidents or over-stretch themselves than other employees.
The community is comprised of a diverse range of people
who have various strengths and limitations. Having a mental
illness does not mean a person is less skilled at their job or
less committed.
Mental illness applies to conditions that persist and adversely
affect a person’s life on an ongoing basis, as opposed to
short periods in which a person may be experiencing normal
sadness, stress, confusion or anxiety in relation to events in
their life. A mental illness may be affecting you if your work
performance is sliding and you are experiencing problems
in relating to other staff. There is evidence to suggest that a
change in work performance is one of the earliest warning
signs of mental illness5. It is also known that the sooner a
person’s mental illness is treated the more able they will be
to manage its impact on their life6. If you are concerned about
your mental health, it is strongly recommended that you
consult a medical practitioner or mental health professional
to discuss and clarify your situation.
4. “Should I tell anyone about my mental
illness?”
The decision to disclose any personal health information is a
sensitive and often difficult one.8
The reality of the workplace is that it is a social environment
with expectations and pressures that come with this.
Navigating this complex social environment can be challenging
at the best of times, and disclosing any aspect of your
personal health situation, requires cautious thought, and
judgement. Quite a lot depends on your particular work
situation, your perceptions of those around you, and the
nature of your relationships with supervisors and colleagues.
As the consequences of disclosing a mental illness can be
unpredictable, careful consideration of the issues involved is
recommended.
ARE YOU OBLIGED TO TELL?
2. “How could a mental illness affect my job or
performance?”
A mental illness may interfere with your ability to function
at work – or in some cases, may have no effect at all. A
diagnosis of mental illness is not a reliable indicator that
someone cannot work; indeed, many people are able to work
successfully despite their symptoms. While it is true that
the sometimes unpredictable nature of mental illness and its
impact on both cognitive and interpersonal functioning can
make work a challenge, these symptoms vary from person to
person. Some effects which may be experienced are
• Inability to screen out environmental stimuli, such as
sounds, sights, or smells, which can be distracting
• Inability to concentrate
• Lack of stamina
• Difficulty handling time pressures and multiple tasks
• Difficulty interacting with others
• Difficulty handling negative feedback
• Difficulty responding to change7
Please note, however, that it is possible to experience any
of the above yet not have a mental illness, and vice versa.
If you are concerned or unsure, please consult a medical
practitioner or a mental health professional.
If your mental illness does not affect how you do your job
and you are not asked directly about it by your employer,
then you are not legally required to tell them about it.
However, if an employer does not know you have a mental
illness, they may not be able to provide you with assistance
that you may need and it will be virtually impossible later on
to prove they have discriminated against you because of it.
TELLING MAY INVOLVE RISK
The decision to tell or not is an individual one. Unfortunately
there is no one simple answer to whether a person should
tell their employer about their mental illness.
Each situation will depend on its own facts. Below are some
common reasons why people choose to tell or not.
REASONS WHY YOU MAY CHOOSE TO TELL
• To identify any reasonable adjustments that may be
required to assist you in doing your job (such as time off to
see your psychologist). Disability discrimination law obliges
employers to consider reasonable adjustments for staff with a
disability.
• To avoid misunderstanding or labelling, and educate
others in the workplace about mental illness.
• To protect your right to bring a formal disability
discrimination complaint (if that is necessary) at a later time.
• To gain access to support/mentoring resources and
information available for people with mental illnesses.
REASONS WHY YOU MAY CHOOSE NOT TO TELL
• A mental illness may not affect how a person does
their job at all; in that case, it may not be relevant for your
employer to know.
• You don’t need any reasonable adjustments to your job at
present or in the foreseeable future.
• You have a right to privacy.
• You fear negative attitudes and stereotypes that may lead
to discrimination such as harassment, dismissal, being denied
job opportunities or promotions.
• What is the level of mental health awareness in your
workplace?
• Is there a level of stigma regarding mental illness at your
workplace?
• To what extent does your organisation support staff
who are experiencing difficulties? How supportive are your
colleagues?
If you are unsure, find someone you trust – a family member,
friend, colleague or professional and talk through the decision
and the factors that apply to your particular situation.
HOW DO YOU TELL YOUR EMPLOYER?
If you decide to tell your employer that you have a mental
illness, you may find it useful to think through the following
issues before you take action:
• What are your reasons for telling?
• What reactions are you expecting?
• What will you do if the reactions you receive are different
from your expectations?
• Who will you tell? It may be helpful initially to talk to a
colleague you trust who can provide support later if you
have negative reactions from others in your workplace. In
addition, you may decide to ask this person to be present
when you talk to your manager about your situation (this
may be particularly useful if you are unwell at the time of the
discussion). Alternatively, you may find it useful to have a
confidential discussion with a Human Resources (HR) officer.
• What will you say? What level of detail about your
condition are you comfortable talking about?
Should you choose to disclose, then some possible samples of
ways to frame a disclosure include the following:
“I have had an experience of significant depression.
Whilst this does not affect my overall capacity to do
my job, it is important to me for you to know as it is
possible that from time to time I will require some
breathing space in order to be able to do my work
effectively.”
“I need you to know that I have experienced a stress
related illness, and that means that under some
particularly demanding circumstances it is possible I
may appear quiet, or become anxious. It can help at
these times if I can have some flexibility with my start
and finishing times.”
Remember to keep a diary of any significant events at work
and copies of emails and letters sent and received relating
to this issue. For example, correspondence from when you
talked to your employer about your mental illness and what,
if any, outcomes occurred.
ORGANISATIONAL FACTORS THAT MAY INFLUENCE
YOUR DECISION TO TELL
• Do you know of anyone else in your workplace who has
spoken about a mental illness? If so, what happened?
5. “Limitations arising from my mental illness
impact on my work. How can I get help with
this?”
An essential part of being a productive and valued employee
is making sure your situation is well managed, and that you
feel understood and supported by managers and co-workers.
Managers have responsibilities for ensuring a safe work
environment for all staff. The University has guidelines and
expectations for managers in this respect, and you should
expect that your rights and wellbeing will be recognised in
this process. Also if you have any concerns about anything
that is happening at work arising from the behaviour of
others in relation to your mental illness, then that should be
reported to your manager.
You are entitled to negotiate reasonable adjustments
arising from your health circumstances with your employer.
However if you are not able to complete the inherent tasks
of your role, your employer is entitled to review your
suitability for that role. In addition, you need to be aware that
an employer has the right to make reasonable inquiries about
your situation.
There are existing guidelines for managers at the University
in negotiating flexible working arrangements. Some examples
of possible arrangements, depending on your circumstances,
might include:
• Flexible start and/or end times each day
• More breaks during the course of the day
• Revisiting your position description and agreeing to
prioritise some tasks and suspend some others for a certain
period
• Reviewing the physical set up of your work environment,
to reduce unnecessary stressors
A useful starting point is to seek the advice of a University
of Melbourne HR Consultant. In addition, professional
psychological assistance is available at the University’s
Counselling Service to help you with the management of
your situation and with the symptoms and effects you may be
experiencing.
6. “I am afraid I might be discriminated against
because of my mental illness. What protection
do I have?”
Staff with a mental illness are protected from unlawful
discrimination under the University’s Discrimination, Sexual
Harassment and Bullying Policy and Procedures and under
Victorian and Federal anti-discrimination laws. This is because
a mental illness is considered a “disability” or “impairment”
under these laws.
Discrimination includes direct or indirect discrimination.
Direct discrimination means treating, or proposing to
treat, another person with a mental illness less favourably
than a person without a mental illness would be treated in
the same circumstances.
Example:
•A member of professional staff is not recommended
for a managerial professional development course
as he/she is told that “It would be too stressful and
difficult for you to take on a managerial role when you
are still on medication for anxiety and depression.”
Indirect discrimination occurs when a rule, practice or
policy appears to be neutral, but in effect has a negative
impact on a particular group because they are less able to
comply. It arises when practices that are fair in form and
intention are discriminatory in impact and outcome. Indirect
discrimination is unlawful when a rule, practice or policy is
not reasonable in the circumstances.
Example:
•All professional staff members in a work unit are
expected to be at their desks by 9am. While this
requirement applies equally to all staff, it may have
a disproportionate impact on, for example, staff who
experience drowsiness and fatigue in the mornings
related to their mental health. This requirement may
therefore amount to indirect discrimination.
Discriminatory harassment is also unlawful and against
University Policy. Discriminatory harassment is offensive,
humiliating or intimidating treatment.
Examples:
•Name-calling, derogatory remarks, statements about
assumed associations or behaviour, and “jokes” which
offend, humiliate or intimidate.
Victimisation is when a person is treated less favourably
(including being subjected to humiliation and denigration)
because they have complained about discrimination.
Victimisation is also unlawful and against University policy.
ELIMINATING DISCRIMINATION AT THE UNIVERSITY
The University’s Discrimination, Sexual Harassment and
Bullying Policy and Procedures outlines the University’s
commitment to eliminating unlawful discrimination and
describes the process for raising complaints.
Under this Policy, if you believe you have experienced
unlawful discrimination, discriminatory harassment or
victimisation, you should consult one of the University’s AntiDiscrimination Advisers. Advisers can assist you to:
• Clarify whether behaviour perceived as offensive may
constitute discrimination.
• Understand the University’s Policy and Procedures for
making and resolving complaints.
• Explore possible strategies to resolve the difficulty using
informal methods.
• Understand your rights under relevant legislation,
including the right to complain to an external body.
7. “I have told my supervisor about my mental
illness, and while they were supportive at the
time, I am concerned that I might be targeted
as a less valuable staff member when any
redundancies or restructures are considered.
What can I do?”
It is understandable given the varied level of knowledge about
mental illness in the community that you have concerns of
this nature. It is also the case that restructures may occur at
the University and roles are changed; this can affect any staff
irrespective of their situation or background.
As noted above, you have rights under legislation not to be
discriminated as a result of a mental illness, and this includes
not being targeted for job change arising from restructures.
For any staff member, continuing to be able to perform well
at work and in accordance with your job description stands
them in good stead.
It is also possible that the openness and awareness of your
situation you have shown may be regarded as a strength
or an asset by your supervisor. Again, the support and
relationships with colleagues around you is important at
such times in order for you to feel confident that proper
processes are being followed and that no one is being singled
out.
8. “I am coming back to work after having a break
because of mental illness. What advice is there
for managing this?”
Coming back to work after a break because of a mental illness
can be a challenge.
As noted above, managers have responsibilities for ensuring a
safe work environment for all staff.
Whilst you can expect some assistance from your employer, it
is also your responsibility to ensure your return is well timed
and sustainable.
In general, it is worthwhile thinking about having a Return to
Work plan to help prepare yourself. This can also be informal,
and cover a range of areas.
One area might include negotiated adjustments to your role
– see question 5 above. In addition, you need to think about
managing your capacities, and your relationships at work. How
are you going to respond when a colleague welcomes you
back and asks where you have been? More importantly, ways
of managing the impact on your energy levels, your ability to
maintain concentration and focus, and your capacity to handle
stress, throughout the course of the working day, need to be
considered.
Handling stress is very important as this can be a factor in
the onset or worsening of symptoms. Some strategies include
taking slow deep breaths, having regular breaks, talking to
someone you trust, and generally pacing yourself.
In conjunction with work, trying to keep your whole life in
balance is vital by doing things that help you stay well and
enable your re-engagement with work to be sustainable.
Exercising, eating well, getting the right amount of sleep,
relaxing and socialising are all important at this time.
It is important to know where to get information and support.
The University Counselling Service as well as HR help
proactively support staff returning to work. This is a useful
process that prevents subsequent difficulties and aids dealing
with the issues of reintegration to work.
Anonymous staff stories
The Staff Member
“I rang my
supervisor and
said I was ready to
come back”
“I felt frustrated
sometimes, and
worried that I
would lose my
higher duties”
“in hindsight the
plan worked out
well”
“I had success
every step of the
way”
“My illness doesn’t
have an impact
on my work when
I’m well because I
manage it.”
At first I took some sick days off here and there with my depression.
At work I felt down a lot and sometimes cried. Then I had to take
three months off. I knew how important it was to get back to work,
so I rang my supervisor and said I was ready to come back, and then
I was referred to HR and told I needed to be on a “Return to Work”
plan.
With the Return to Work Plan I had weekly meetings with the HR
Consultant, my supervisor, and the Return to Work Coordinator. It
really was a week-by-week thing where we had to review how I was
going with the tasks and hours from the week before, and consider
my doctor’s advice about how I was going, to make a plan for the
next week.
I found it really challenging to be in such a formal process with other
people telling me what was appropriate in terms of my work- what
I should do, and how many days a week to work. Your old reliable
brain is not the same and even acknowledging this is hard, let alone
that other people need to make decisions on your behalf about what
you can do. I felt frustrated sometimes, and worried that I would
lose my higher duties and responsibilities forever. I kept pushing to do
more than others thought was appropriate, but in hindsight the plan
worked out well, even though I was frustrated at how slow it seemed,
because it meant that I had success every step of the way rather
than taking on too much and failing.
You really need an open dialogue with your supervisor and support
in the process. My illness doesn’t have an impact on my work when
I’m well because I manage it. Right now I don’t have symptoms, but
I’m still concerned that I need to work more efficiently than everyone
else, and that if anything negative happens at work, it will be
interpreted as being related to my depression, when that’s not true.
Four days a week is working really well though. If there is an issue I
will always go to my supervisor and try to work something out. There
does need to be a willingness to accommodate e.g. having to take
time off for appointments with my doctor.
I really would have appreciated it if my colleagues had acknowledged
what was going on with me, that it exists and it’s real. It’s like when
you have a broken leg or something, people ask how you are, they
send you a card saying, “Get well” but with mental illness, people
pretend it’s not there. I really would have appreciated it if people
had said things like, “Sorry you’re not well.” And when I came back
to work if they had said, “Good to see you back.” If people have
questions, I can answer them. I think it would be great if supervisors
asked, “How would you like this handled?” in terms of what people
are told about what’s been going on, so that everyone is clear.
The Supervisor
“I tried to
maintain good
communication,
openness and
flexibility”
“her hours
and level of
responsibility were
gradually increased
over some months
as her health
improved.”
“most of my staff
have undertaken
the Mental Health
First Aid training
program”
“Throughout
this period it
was imperative
that I remained
receptive”
When the staff member first mentioned her illness and that she
needed to take time off for some medical appointments, I attempted
to manage her request and treat her situation as I would any other
supervisory issue: I tried to maintain good communication, openness
and flexibility, and worked very closely with the staff member and her
supervisor to resolve some of the challenges facing her and facing us.
When she advised she needed extended time off and with other staff
members absent, this created a real challenge because I had to cover
multiple absences, and there was uncertainty around how long this
situation would continue. The support from the HR Consultant and
the Return to Work Coordinator who worked closely with me, the
staff member and her medical practitioner was absolutely invaluable
and both she and I felt supported.
On her return from a long period of leave we worked together with
her to build a structured Return-to-Work plan within which her hours
and level of responsibility were gradually increased over some months
as her health improved.
While the staff member said she was happy for anyone to know she
was suffering from depression and that she was happy to talk to
anyone about her condition, I have to say that not everyone felt as
comfortable talking to her about her illness as she did. Some people
were tiptoeing around her, not sure how to approach it. It was also
sometimes difficult interacting with her. She would inappropriately
focus on particular and minor issues and misinterpret them and I
had to remind myself and her colleagues that her behaviour was a
function of her illness.
Our work place requires us to deal with numbers of people
who experience mental health issues and most of my staff have
undertaken the Mental Health First Aid training program run by
the University. This outstanding program proved to be additionally
beneficial in staff understanding her situation and managing their
interactions with and supporting her while she was unwell.
As Manager, I had to balance my responsibilities to the staff member
with my responsibilities to other staff within the work unit and to the
University. Her illness inevitably meant that others were required
to take on additional activities and some project work was delayed.
Throughout this period it was imperative that I remained receptive
to the concerns and additional demands placed upon her colleagues
and carefully support them and monitor their workloads.
The situation was testing for all concerned. It was most effectively
managed, however, with a sensitive approach to her difficulties and by
attempting to maintain open and frequent communication and support
to her. It was also so important to maintain a flexible approach to her
work, in terms of her duties and work hours.
Information on services available
Counselling Service
A variety of services exist at the University to assist staff in relation to mental
health.
People & Fairness unit
The Counselling Service provides free, professional and confidential
psychological services to staff. Individual appointments can be made by phoning
8344 6927. The Service is open until 7pm on Wednesdays to accommodate
staff who cannot attend during normal business hours. It is also available to
consult individuals and staff groups on complex workplace matters where its
psychological expertise may be relevant. The Counselling Service coordinates
a Staff Wellbeing Program for the University which includes events, workshops
and activities aimed at promoting positive mental health in the University
community. The Service also delivers Mental Health Training to University
staff, including managers. This training aims to reduce stigma about mental
health issues amongst the University community by raising awareness, and
build capacity in the University workforce by improving the skills of staff when
responding to others with complex mental health needs.
Health Service
University Human Resources
Consultants
Occupational Health & Injury
Management
Environment, Health & Safety
Unit
Chaplaincy
External Service Providers
The People and Fairness Unit works towards equal opportunity and
freedom from unlawful discrimination, harassment and bullying in the learning
and working environment for staff and students. It promotes an inclusive
working environment that values equity and diversity for all staff. Issues of
harassment, discrimination or bullying should be reported to the People and
Fairness Unit for assistance. The Unit has a range of resources for staff and
supervisors available from its website.
The Health Service provides medical services to staff of the University
of Melbourne. The Service is a general practitioner clinic, and the staff have
particular skills and interests in contraception; sexual health; injuries from
work, sport, or study; allergies and skin disorders; travel health; and mental
health issues such as anxiety, depression and eating disorders. There are male
and female doctors available. Consultant psychiatrists also work on site in
liaison with the Health Service. The Service is also interested in the areas of
health promotion, illness prevention, the early detection of disease and the
management of health problems. Appointments can be made by phoning 8344
6904.
University Human Resources Consultants work with staff and
managers with the aim of developing, promoting and maintaining conditions
of employment that foster fair and equitable treatment of employees in the
workplace.
Occupational Health and Injury Management. The University aims
to assist employees to remain at work or return to work at the earliest
opportunity following an injury or illness. Where the injury or illness arises in
the course of work, the University manages employees’ claims as a licensed
Workcover Self-Insurer. The University also extends its commitment to
providing reasonable assistance where practicable to assisting an employee to
return to work following a Non-work Related Injury or Illness. Contact the
Injury Management team for more information.
The Environment, Health & Safety Unit is committed to embracing
Environment, Health and Safety management goals. Their primary goal is
preventative action and setting standards that continually improve the EHS
performance of the University. The EHS Unit provides the following services:
- Assisting departments with identifying EHS risks.
- Overseeing the University’s compliance.
- Advising on a range of occupational health & safety aspects, including
psychosocial issues.
Chaplaincy. Chaplains are representatives of different faith groups in the wider
community, who are placed in the University by their respective faith group with
the approval of the Vice-Chancellor. Each of the Chaplains is required to work
within a context of respect for all religions and expressions of faith. Chaplains
have an awareness of and sensitivity to mental health difficulties.
External Service Providers. Some staff may choose to consult a professional
not employed by the University for assistance. A local General Practitioner is a
good starting point to obtain information and, where appropriate, a referral to
more specialised services. Professional organisations also maintain a register of
private practitioners by locality and area of expertise.
Written and authorised by the University of Melbourne Mental Health
Strategy Working Group 2010.
Endnotes
1. For full definitions and references that underpin this document, please refer to the University’s Mental Health
Strategy at: http://www.services.unimelb.edu.au/counsel/strategy/currentdraft/index.html
2. National Survey of Mental Health and Wellbeing 2007. retrieved from: http://www.health.gov.au/internet/
mentalhealth/publishing.nsf/Content/national-surveys-1
3. Mancuso, L.L. (1990) Reasonable accommodations for workers with psychiatric disabilities. Psychosocial
Rehabilitation Journal, 14(2), 3-19.
4. Kitchener B.A. & Jorm A.F. (2004). Mental health first aid training in a workplace setting: A randomized
controlled trial [ISRCTNI3249129]. BMC Psychiatry, 4(23); O’Neill DM & Bertollo DN (1998). Work and
earnings losses due to mental illness: perspectives from three national surveys. Administration and Policy in Mental
Health, 25(5):505-523
5. Job Access Australia. Understanding Mental Illness. Retrieved from: http://www.jobaccess.gov.au/Employers/
Being_a_disability_confident_organisation/Understanding_mental_illness/
6. McGorry P. (2009). Is early intervention in the major psychiatric disorders justified? Yes. BMJ, 338: 802-803.
7. Centre for Psychiatric Rehabilitation. How does mental illness interfere with work performance? Retrieved from:
http://www.bu.edu/cpr/reasaccom/employ-func.html
8. The NSW Disability Discrimination Legal Centre and Beyondblue, Do you have to tell your employer that you
have depression? Retrieved from: http://www.beyondblue.org.au/index.aspx?link_id=4.1031&tmp=FileStream&f
id=1187