When an Employee Says They’re Struggling: What Employers Must Do Next
Updated: 3 days ago
When an employee tells you that they are struggling with their mental health, the next conversation matters.
Managers sometimes become anxious because they are unsure what they can ask, what they should record or whether they are expected to solve the employee’s personal problems.
The employer’s role is not to diagnose or provide therapy. It is to listen, understand how the employee may be affected at work and consider what reasonable support can be provided.
Begin with a proper conversation
Choose a private setting and allow enough time for the discussion. Avoid making assumptions about what the employee is experiencing or what they need.
Helpful questions might include:
• How is this affecting you at work?
• Is anything at work contributing to how you feel?
• What support would help you at the moment?
• Are there any temporary changes we should consider?
• Would you like us to arrange another conversation to review things?
Listen carefully and agree what will happen next. Do not promise complete confidentiality if information may need to be shared for safety or management reasons. Instead, explain who may need to know and why.
Consider workplace adjustments
Depending on the employee and their role, possible adjustments could include:
• Temporary changes to working hours
• More frequent breaks
• Adjusted duties or workload
• Additional supervision or check-ins
• Time away for medical appointments
• A quieter working environment
• A phased return following sickness absence
• Clearer instructions and priorities
• Temporary home or hybrid working, where appropriate
There is no universal adjustment that works for everyone. ACAS advises employers and employees to discuss mental-health adjustments together, considering the individual’s needs and what is practical for the organisation.
Some mental-health conditions may meet the legal definition of disability under the Equality Act 2010. Where they do, the employer may have a legal duty to make reasonable adjustments. Employers should therefore avoid dismissing a request simply because the condition is not visible.
Keep communication open
One conversation is rarely enough.
Agree when the arrangements will be reviewed and make a record of what has been discussed. If the employee is absent, maintain appropriate contact without making them feel pressured.
An occupational-health assessment or medical advice may be helpful, particularly where the employer needs to understand:
• How the condition affects the employee’s work
• Whether the employee is fit to return
• What adjustments may help
• Whether the situation is likely to be long term
Medical information should be handled sensitively and confidentially.
Support does not mean ignoring workplace standards
Supporting someone’s mental health does not prevent an employer from addressing attendance, conduct or performance concerns.
However, the employer should first consider whether the concern may be connected to the employee’s health, whether adjustments are required and whether the process itself needs to be adapted.
The key is to act fairly, consistently and with appropriate medical or HR advice.
Managers need support too
Managers can feel a significant sense of responsibility when an employee discloses that they are struggling. They should not be expected to manage complex mental-health situations without guidance.
Training managers to recognise concerns, hold sensitive conversations and escalate matters appropriately can make a considerable difference.
The HFactor supports employers with sickness absence, reasonable adjustments, return-to-work planning, difficult conversations, workplace investigations and employee-relations matters.
If you are unsure how to respond to an employee’s disclosure—or a situation is becoming difficult—seek advice early.
Contact The HFactor
Email: info@the-hfactor.com
Website: www.the-hfactor.com
This article provides general information and should not be treated as legal or medical advice. Support should be tailored to the particular employee and circumstances.
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